SHFC - About us - President's Corner
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MESSAGE OF SHFC PRESIDENT MA. ANA R. OLIVEROS
3rd THANKSGIVING AND AWARDING OF CERTIFICATES
ALLIANCE OF INFORMAL SETTLERS ORGANIZATION INC.
Pook Pantalan, Cogon District, Tagbilaran City, Bohol
April 11, 2015



TO OUR BELOVED GUESTS, LADIES AND GENTLEMEN, A PLEASANT AND BLESSED MORNING TO EVERYONE!

IT SADDENS ME, KNOWING THAT I WON’T BE ABLE TO PERSONALLY WITNESS THIS JOYOUS EVENT. THOUGH I WON’T BE THERE WITH YOU TODAY, THE ENTIRE SOCIAL HOUSING FINANCE CORPORATION FAMILY IS ONE WITH YOU IN SPIRIT, IN CELEBRATING THIS MILESTONE ESPECIALLY FOR THE FOUR HUNDRED FAMILIES WHO JUST RECEIVED THEIR CERTIFICATE OF FULL PAYMENT.

I WOULD LIKE TO COMMEND YOUR HARDWORK, EFFORT AND UNPARALLELED SPIRIT IN PUSHING FOR CHANGE THROUGH SECURITY OF LAND TENURE. YOU ARE AN INSPIRATION TO ALL OF THE OTHER FAMILIES OUT THERE WHO ALSO DREAM OF HAVING THEIR OWN HOMES ONE DAY. THIS EVENT IS ANOTHER LIVING TESTAMENT OF HOW A COMMUNITY’S DESIRE, COUPLED WITH PASSION, DEDICATION AND HARDWORK AND WITH THE GUIDANCE FROM GOVERNMENT AND NON-GOVERNMENT ORGANIZATIONS, CAN MAKE SHELTER SECURITY, POSSIBLE.

THE WHOLE WORLD IS A WITNESS OF HOW A MAGNITUDE 7.2 EARTHQUAKE IN OCTOBER 2013 DESTRUCTED THOUSANDS OF HOUSES AND OTHER INFRASTRUCTURES, INCLUDING CHURCHES IN MOST OF THE TOWNS IN YOUR PROVINCE. BUT THROUGH IT ALL, YOU MANAGED TO GET UP AND PROVED TO THE WORLD THAT THE FILIPINO SPIRIT CAN WITHSTAND ANY CALAMITY. LOOK AT YOU NOW, YOU ARE ALREADY HOMEOWNERS! THIS IS JUST A BEGINNING OF YOUR JOURNEY. WE SHOULD NEVER STOP DREAMING, PRAYING AND WORKING FOR BETTER THINGS AHEAD.

WE, AT THE SHFC, PROVIDE NOT ONLY SECURITY OF LAND TENURE TO OUR STAKEHOLDERS. MOREOVER, WE EMPOWER INFORMAL SETTLER COMMUNITIES BY PROVIDING THEM WITH TECHNICAL ASSISTANCE AND TRAINING TO BUILD THEIR CAPACITIES. WE BELIEVE THAT BEING A KEY SHELTER AGENCY OF THE GOVERNMENT IS BEYOND PROVIDING FINANCIAL ASSISTANCE TO OUR STAKEHOLDERS. BECAUSE THE FOUNDATION OF A STRONG NATION IS ITS COMMUNITY, WE MAKE SURE THAT EVERY FAMILY THAT MAKES A COMMUNITY IS EMPOWERED TO FURTHER CONTRIBUTE TO THE SOCIETY.

OUR PROGRAMS LIKE THE COMMUNITY MORTGAGE PROGRAM, HIGH DENSITY HOUSING AND ABOT KAYA PABAHAY FUND DEVELOPMENT LOAN ADOPT A COMMUNITY-DRIVEN APPROACH--- GIVING THE COMMUNITY ASSOCIATIONS THE POWER AND FULL HAND IN CHOOSING FOR THEIR LOT, RELOCATION SITES, THE DESIGN OF THE HOUSES, THE CONTRACTOR AND ALL THE SMALLEST DETAILS TO THEIR HOUSING NEEDS. BECAUSE OF THE COMMUNITY-DRIVEN APPROACH, MANY LIVES WERE TRANSFORMED.

I WOULD LIKE TO SHARE WITH YOU THE SUCCESS STORY OF ONE OF OUR HDH PROJECT--- THE AMVACA HOUSING PROJECT. THE AMVACA HOUSING COOPERATIVE IS CURRENTLY COMPOSED OF 1,440 INFORMAL SETTLER FAMILES WHO USED TO LIVE ALONG THE WATERWAYS AND DANGER ZONES IN VALENZUELA CITY. BECAUSE OF THE THREAT OF DEMOLITION, THEY PLANNED TO ORGANIZE THEMESELVES, WITH THE HELP OF NGOs AND COMMUNITY MOBILIZERS. THEY UNDERWENT SEVERAL SKILLS AND CAPACITY BUILDING TRAININGS. IT WAS IN 2013 WHEN THEY APPLIED FOR A LOAN UNDER THE HDH AND IN 2013. THEY LOOKED FOR AN IN-CITY RELOCATION SITE, TAPPED A CONTRACTOR AND HAD A FULL HAND IN THE DESIGN OF THEIR HOUSES.

NOW, THE CONSTRUCTION OF THEIR 30, 3-STOREY HOUSING BUILDINGS IS UNDERWAY. EVERY BUILDING CAN HOUSE 48 FAMILIES AND EVERY UNIT MEASURES 28 SQUARE METERS WITH A PROVISION FOR A SECOND FLOOR. AND THE FULL TURNOVER OF THE HOUSES IS EXPECTED WITHIN THE YEAR. THIS STORY SOUNDS LIKE A FICTION BUT IT’S REAL. IF THEY DID IT, YOU TOO, CAN DO IT!
HAVING A DREAM COMMUNITY IS POSSIBLE!

AND I PERSONALLY WISH THAT IN THE COMING YEARS, I WILL BE ABLE TO SHARE MORE SUCCESS STORIES LIKE THE ONE’S THAT HAPPENED TO AMVACA HOUSING COOPERATIVE AND YOUR SHARE OF SUCCESS STORY AS WELL. I AM LOOKING FORWARD TO HEAR MORE OF YOUR SUCCESS STORIES IN THE COMING YEARS TO COME. WHO KNOWS? YOU MIGHT BE FEATURED IN SOME OF THE MAGAZINES IN PUBLICATIONS IN THE COUNTRY AS ONE OF THE MODEL COMMUNITIES OF URBAN HOUSING. I KNOW IT WILL AND IT CAN HAPPEN BECAUSE I BELIEVE IN THE STRENGTH OF YOUR COMMUNITY, IN YOUR TOGETHERNESS AND DEDICATION TO SOLVE YOUR HOUSING CONCERNS.

WE AT THE SHFC ARE ALWAYS HERE TO REACH OUT TO THE ISFS DREAMING OF HAVING A HOME OF THEIR OWN. WE ARE PASSIONATE AND COMMITTED TO CURB THE HOUSING PROBLEMS OF THE COUNTRY BY PROVIDING SECURITY OF TENURE TO 530 THOUSAND ISFS BY 2020.

LET ME END THIS MESSAGE BY QUOTING OUR POPE, “WE SHOULD REST WITH CHRIST, BUT WE SHOULD ALSO RISE WITH CHRIST.” WE SHOULD ALWAYS STRIVE FOR BIGGER THINGS AND WORK HARDER FOR THE REALIZATION OF THESE DREAMS.

ONCE AGAIN, A PLEASANT MORMING TO EVERYONE AND CONGRATULATIONS!


MS. MA. ANA R. OLIVEROS
President
SESSION III
MAPPING SHFC’S DESIRED FUTURE


A. THE PRESIDENT’S HOUR


1. A framework for housing. Housing is not a mere commodity, product, or structure. It is a human right that the government has the responsibility to promote and protect. Housing can also be a process of community empowerment. Security of tenure, which CMP makes possible, is seen as an entry point to organize, strengthen, and empower a community. Housing finance, on the other hand, is a strategy rather than the objective. CMP is primary an asset reform program, a poverty reduction program using housing finance as a strategy. Board member Teodoro Katigbak, in a meeting said that the SHFC should stress the “social” in its name rather than the “finance” part.

2. Vision for SHFC. Urban population stands at 59 million or 63 percent of total national population (est. 94 million, as of 2010) or 11.8 million households. Informal settlers more or less constitute 20 percent of the urban population or 2.4 million urban poor households/ informal settler families. Assuming a population growth rate of 3 percent every year (higher than national growth rate of 2%), urban poor household population is projected to reach 2.8 informal settler families in 2016. CMP’s current target of 195,000 households can cover the 190,000 households residing in privately-owned lots. But given the magnitude of ISFs in the country, CMP can do more. For example, CMP can offer off-site projects for families in danger areas and those to be affected by government infrastructure projects.
  National Population (annual average growth rate 2%) Percent Urban Urban Population (using annual  growth rate of 3%) Urban Household Population (average of 5 members) Urban Poor/ ISF Household Population (assuming 20%)
2007 88,000,000        
2008 89,760,000        
2009 91,555,200        
2010 93,386,304 0.63 58,833,372 11,766,674 2,353,335
2011 95,254,030 0.64 60,598,373 12,119,675 2,423,935
2012 97,159,111 0.65 62,416,324 12,483,265 2,496,653
2013 99,102,293 0.67 64,288,814 12,857,763 2,571,553
2014 101,084,339 0.68 66,217,478 13,243,496 2,648,699
2015 103,106,026 0.69 68,204,002 13,640,800 2,728,160
2016 105,168,146 0.71 70,250,122 14,050,024 2,810,005
Based on the computations in Table 27, the present target of CMP would only address 6.9 percent of the projected population of ISFs by 2016. This is higher than current performance, but not that significant and will probably not have impact.
For SHFC to make a significant impact, it should target to cover 30 percent of the 2.8 million projected ISF population in majority of cities in the next five years.

In the next 5 years, the SHFC would be:

• The lead government agency that addresses land tenure security and decent and affordable housing for informal settlers
    in partnership with local stakeholders, namely peoples

organizations (community-based, federations, alliances); civil society organizations; private sector; and government (local and national). Indicators include:
- 30 percent of housing need of majority of local governments addressed (100,000 to 200,000 HH annually). This is not limited to LCMP. Building partnership with LGUs would necessitate expansion of the LGU window for more appropriate strategies.
- Security of tenure is not limited to ownership. Other forms can be explored: rental, usufruct, perpetual lease, and other modes that address the need of communities that are in imminent threat of eviction.
- Communities are disaster resilient. Disasters can be either natural or man-made (e.g. local conflicts).
- Innovative housing finance schemes for the poor. There are on the ground people-initiated financing schemes for their own need. It will be good to look at them and help them scale up their initiatives.

• Financially stable. This can be done through the following:

- Trust liability is converted into equity. We should be able to source other funds. We should not be dependent on government funds alone.
- Source other funds either locally or internationally to leverage loans and/or grants.
- Maintaining at least 80 percent CER through efficient account servicing (e.g., provision of updated and regular report to partners who have expressed willingness to help SHFC).
- Improve ability to enforce mortgage instrument

? Established with its charter to be able to expand.

? Having IT-supported systems and procedures, improved MIS and knowledge management. These are important because data gathered and shared are the basis for policies.

? Living a culture of steward leadership and service with a bias for the poor.

3. Top 3 important goals. For the year SHFC must focus on:

? Provision of tenurial security to 20,000 HH through policy and procedural reforms, strengthening institutional linkages, and “product” development

? Improvement of collections to at least 80 percent CER as indicated by the increase number of current accounts and efficient account servicing

? Increased organizational capacities. Indicators include: appropriate organizational structure with a personnel complement (size and competence) that can respond to the corporate target; MIS installed and utilized for decision making; website improved and updated; and performance-based incentives

4. Expected initiatives. SHFC management and staff were asked to be creative and innovative (i.e., leaving comfort zones; thinking out of the box, pro-active in service), and practice good governance principles: transparent, accountable, participatory, inclusive, cost efficient and effective.

5. Commitment from the President. The President will:

? Build on her experience with the urban poor sector/NGOs and link their advocacies with SHFC;
? Assist SHFC network with other government agencies and the private sector as well as the international partners; and
? Offer friendship and continued partnership even beyond her term.