SHFC - About us - President's Corner
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Christmas Message from the SHFC President
(SHFC Christmas Party, December 18, 2014, Makati City)

GOOD EVENING AND MERRY CHRISTMAS, MY BELOVED S-H-F-C EMPLOYEES!
IT FEELS GREAT TO BE SURROUNDED BY THE HEART AND SOUL OF SHFC IN THE MOST WONDERFUL TIME OF THE YEAR- CHRISTMAS.

LAST YEAR, WE DID NOT GET THE CHANCE TO SPEND OUR CHRISTMAS PARTY TO GIVE WAY TO HELPING OUR BROTHERS AND SISTERS IN THE WESTERN VISAYAS WHO WERE GREATLY AFFECTED BY SUPER TYPHOON YOLANDA. UP TO NOW, WE ARE ONE WITH THEM WHILE THEY CONTINUE TO HEAL THE DEEP WOUNDS FROM THE PAST TRAGEDY.  I SINCERELY HOPE AND PRAY THAT THESE VICTIMS WILL RISE UP FROM DESPAIR TO CELEBRATE A MERRIER AND MORE MEANINGFUL CHRISTMAS.

THIS YEAR, LET’S ALSO BE THANKFUL TO OUR ALMIGHTY FATHER FOR SPARING OUR NATION FROM ANOTHER SUPER TYPHOON --- RUBY. INDEED, OUR PRAYERS AS A NATION IS STRONGER THAN ANY SUPER TYPHOON. THAT’S WHY WE ARE GATHERED HERE TONIGHT TO CELEBRATE, ENJOY, AND BREAK FREE FROM OUR USUAL DAILY ROUTINE. BUT LET’S NOT ALSO FORGET TO REMEMBER AND BE THANKFUL FOR OUR BLESSINGS FOR THE ENTIRE YEAR. YES, WE HARDLY HAD A SMOOTH SAIL THIS YEAR BUT WE STILL HAVE A LOT OF REASONS TO CELEBRATE. WITH ALL THE TONS OF WORK TO BE DONE, AND TARGETS TO BE ACHIEVED, OUR SHFC FAMILY REMAINS TO BE STRONG, UNITED AND COMMITTED IN PROVIDING OUR INFORMAL SETTLER FAMILIES SECURITY OF TENURE, THE GREATEST CHRISTMAS GIFT AN ORGANIZATION SUCH AS SHFC CAN GIVE.

THIS YEAR’S THEME TAGGED AS THE “FESTIVAL OF THE STARS” HIGHLIGHTS THE “STAR” IN EACH AND EVERY ONE OF US. EVERY ONE OF US IS CAPABLE OF BEING THE LIGHT OF SOMEONE ELSE’S LIFE. THROUGH SHFC AND ITS PROGRAMS, WE ARE ABLE TO WORK HAND IN HAND WITH COMMUNITIES IN ORDER TO IMPROVE THEIR LIVING CONDITIONS. WE EXTEND OUR HANDS TO HOLD THE TORCH THAT LEADS OUR ISFs TO THE RIGHT PATH. THROUGH OUR PARTNERSHIPS, WE BUILD A STRONGER NATION FOR THE FUTURE GENERATIONS. AND I WOULD LIKE TO THANK EVERY EMPLOYEE FOR YOUR DEDICATION AND HARD WORK TOWARDS OUR CAUSE. MAY WE CONTINUE TO LIGHT MORE WAYS AND BUILD MORE LIVES IN THE COMING YEAR.

BUT LET’S NOT ALSO FORGET THE REASON WHY WE ARE CELEBRATING LIFE, AND CELEBRATING THE CHRISTMAS SEASON--- OUR LORD JESUS CHRIST. HE IS THE BRIGHTEST AMONG THE BRIGHTEST STARS SHOWING US THE WAY OF LOVE, HOPE AND SACRIFICE.

IN CLOSING, I WOULD LIKE TO LEAVE YOU WITH A QUOTE FROM AMERICAN AUTHOR, DALE EVANS, WHO SAID “CHRISTMAS, MY CHILD, IS LOVE IN ACTION. EVERYTIME WE LOVE, EVERYTIME WE GIVE, IT’S CHRISTMAS.”

THANK YOU VERY MUCH AND MERRY CHRISTMAS TO ALL!

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.