1 Chapter 12

2 Building Safe and Secure

3 Communities
4 The housing and urban development sector continues to pursue building safe 1 and secure
5 communities operationalizing the Building Adequate, Livable, Affordable, and Inclusive Filipino
6 Communities (BALAI) program. BALAI is the multi-stakeholder partnership platform of the
7 Department of Human Settlements and Urban Development (DHSUD) and key shelter agencies
8 (KSAs) with the private sector, local government units (LGUs) and the communities aimed at
9 expanding access to housing opportunities by accelerating housing production, enhancing
10 housing affordability especially for the low income groups, and ensuring livability and sustainability
11 of human settlements delivered through direct and indirect assistance.

12 Assessment and Challenges

13 The perennial structural and systemic problems in the housing and urban development sector
14 compelled a paradigm shift from housing production towards human settlements and urban
15 development primarily through the creation of the DHSUD through RA 11201 with added powers
16 and functions for better policy and program coordination, reform advocacy and implementation,
17 especially at the Cabinet level. This shift entails moving from a fragmented government approach
18 to a more comprehensive and holistic view of providing shelter security.

19 Sectoral framework and supporting policies have been put in

20 place.
21 Updating of the NUDHF. The National Urban Development and Housing Framework (NUDHF)
22 was updated to provide an overarching framework for urban development and housing, to serve as
23 the guide in the formulation of Programs, Activities and Projects (PAPs) by the government (i.e.,
24 national and local) as well as provide avenues for collaboration with the private sector, academe,
25 non-government organizations (NGOs), civil society organizations (CSOs), people’s organizations
26 (POs) and other stakeholders. The framework anchors on the 2030 Agenda and the Sustainable
27 Development Goals (SDGs), specifically SDG 11 (Make cities and human settlements inclusive,
28 safe, resilient and sustainable); the Philippine New Urban Agenda (NUA) which envisions “A
29 better, greener, smarter urban systems in a more inclusive Philippines” and the Ambisyon Natin
30 2040 with security of tenure as a key aspiration of Filipino families. The updated framework also

1
safeguards families and communities from environmental risks and negative impacts of urbanization, with particular attention to children, women,
the elderly people, and persons with disability

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31 gives emphasis on making urban spaces more inclusive, and creating more open, connected, and
32 collectively resilient communities.

33 Adoption of the NRPF. The National Resettlement Policy Framework (NRPF) was formulated to
34 provide common procedures and guidelines that will not only expedite the resettlement process,
35 protect and safeguard the rights and interests of beneficiaries, but more importantly, ensure the
36 development of inclusive and sustainable resettlement communities. Adopted through Housing
37 and Urban Development Coordinating Council (HUDCC) Resolution No. 6. (s. 2018), the NRPF
38 outlines key principles in implementing relocation, resettlement planning guidelines, common
39 procedures to be adopted by all infrastructure agencies, LGUs and NGAs implementing projects
40 with resettlement. It serves as a coaching document for government and the private sector to ensure
41 protection of families by establishing mitigation measures in addressing social needs at the
42 resettlement areas prior to relocation.

43 Formulation of Bangon MARAWI Masterplan. To respond to the devastation wrought by the

44 Marawi siege, the national government formulated the Marawi City RISE Master Development
45 Plan for the rehabilitation and recovery of the 250-hectare Most Affected Area (MAA) of Marawi
46 City. With a total cost of PHP13.11 billion, the reconstruction plan seeks to transform the city into
47 a well-planned, efficient, vibrant and inclusive urban center with improved road infrastructure,
48 school buildings, hospital, sewage treatment plant, historical/heritage sites, public market, among
49 other amenities, and facilitate restoration of dignity of the 17,791 displaced families in the MAA
50 of Marawi City.

51

Box Article 12.1 Bangon Marawi transitional and permanent shelters

The five-month long Marawi siege in 2017 caused socio-economic devastation to the City whose effects were felt in its
neighboring provinces. Per Department of Social Welfare and Development (DSWD) data, the siege resulted to an internal
displacement of 353,921 population while the damages and losses amounted to PhP 18.25 billion equivalent to 15.7% of the
Autonomous Region of Muslim Mindanao (ARMM)’s gross regional domestic product (GRDP) in 2016. In response to the
damaging conflict, the government issued Administrative Order No. 3 s. 2017 creating the Task Force Bangon Marawi (TFBM)
headed by the Secretary of the Department of National Defense (DND). Its main mandate is to develop a Bangon Marawi
Comprehensive Rehabilitation and Recovery Program (BMCRRP). The TFBM is composed of five sub-committees which
include: Reconstruction, Housing, Health and Social Welfare, Business and Livelihood and Peace and Order.

Totally-damaged houses in the Most Affected Area (MAA) of Marawi City were estimated at 12,000 houses. As of October 2019,
the National Housing Authority (NHA) has constructed and awarded 1,763 transitional shelters that are convertible to permanent
housing units in Barangay Sagonsonan, Marawi while the United Nations Human Settlements Programme (UN-Habitat) and the
TFBM shall provide permanent shelter to 500 families from MAA of Marawi City. These housing units will be built on a 39-hectare
land in Barangay Kilala, Marawi which was acquired and developed by the NHA. Moreover, 2,000 permanent housing units are
being constructed by the San Miguel Corporation as part of its corporate social responsibility program and are due for completion
by May 2020.

52

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54 Price Ceiling Adjustment. In response to market demand, the HUDCC adjusted the price ceiling
55 for socialized housing units through HUDCC Resolutions No. 1 (s. 2018) Price Ceiling for
56 Socialized Subdivision Projects and No. 2 (s. 2018) Price Ceiling for Socialized Condominium
57 Projects. Resolution No. 1 adjusted the socialized horizontal housing from PHP 450,000 (22 sq
58 m) to three-tiered price ceiling of PHP 480,000 (22 sq m), PHP 530,000 (24 sq m) and PHP
59 580,000 (28 sq m). Moreover, Resolution No. 2 set the price ceiling for socialized vertical housing
60 to PHP 700,000 (22 sq m) and PHP 750,000 (24 sq m) in NCR. In areas outside NCR, the
61 socialized condominium price ceilings are: PHP 600,000 (22 sq m) and PHP 650,000 (24 sq m).
62 The socialized housing price adjustment and setting aim to make housing prices in step with
63 inflation and industry trends, thus encouraging private sector participation in the socialized
64 housing market while protecting homebuyers.

65 Consolidation of Guarantee Institutions and System. The Home Guaranty Corporation (HGC),
66 by virtue of Executive Order No. 58 (6. 2018), was merged with the PhilExim into the Philippine
67 Guarantee Corporation. (PhilGuarantee) for a centralized guarantee system including housing
68 guarantees that will benefit from economies of scale, prevent operational redundancies,
69 standardize policies and processes for similar guarantee programs, and facilitate timely approvals
70 and lower administrative costs. The PhilGuarantee likewise absorbs the guarantee functions of the
71 Small Business Corporation (SBC) and will administer the Agricultural Guarantee Fund Pool
72 (AGFP) and Industrial Guarantee and Loan Fund (IGLF). Under a centralized approach, the
73 National Government will have a more comprehensive oversight of its guarantees to effectively
74 identify, monitor and control risks, implement necessary measures to manage risks and provide
75 appropriate capital against those risks.

76 The National Shelter Program (NSP) generally delivered modest

77 performance amidst increased demand and budgetary
78 constraints.
79 Total housing needs which included accumulated needs (i.e. unacceptable housing and doubled-
80 up households) and recurrent needs (i.e., inventory losses and new household formation) reached
81 2.32 million units for the period 2017-2019 which increased to 2.46 million for the period 2020-
82 2022 (see Table 12.1).

83

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 84 Table 12. 1 Housing Need (2020 to 2022)

COMPONENTS OF HOUSING NEEDS CY 2020 CY 2021 CY 2022 TOTAL

Total Housing Needs 803,405 818,363 833,619 2,455,387

A. Accumulated Needs 23,763 24,260 24,741 72,764

1. HH in Unacceptable Housing 14,328 14,623 14,905 43,856

a. Rent-free without consent of owner 9,654 9,842 10,045 29,541

b. Homeless 94 104 101 299

c. Dilapidated/condemned 1,569 1,608 1,634 4,811

d. Marginal Housing 3,011 3,069 3,125 9,205

2. Doubled-up HH in Acceptable HU 9,435 9,637 9,836 28,908

B. Future/ Recurrent Needs 779,642 794,103 808,878 2,382,623

1. Allowance for Inventory losses 386,380 393,003 399,752 1,179,135

2. Increase in HHs (likely to afford to own acceptable HU) 393,262 401,100 409,126 1,203,488

85 Source: Department of Human Settlements and Urban Development (DHSUD)

86 The National Shelter Program (NSP) targeted about a fourth of total housing need for the period
87 2017-2019. During the period 2017-2018, mixed performance results were recorded in the housing
88 and urban development sector. The HDMF’s End User Financing Program, which extends housing
89 loan take-outs to its members, exceeded its targets with an accomplishment rate of 114.54 percent
90 in 2017 and 116.75 percent in 2018. On the other hand, NHA was able to deliver accomplishment
91 rates of 36.39 percent in 2017 and 25.17 percent in 2018 while SHFC recorded accomplishment
92 rates of 15.51 percent in 2017 and 28.22 percent in 2018. It may be noted that during this period,
93 the budgets of NHA and SHFC sustained significant cutbacks of 54 percent from 2016 to 2017
94 and 64 percent reduction from 2017 to 2018. Against this backdrop, the sector still managed to
95 deliver 142,444 housing units in 2017; 135,702 units in 2018; and 235,730 units as of September
96 2019 against the total direct housing target of 749,417 units for an average accomplishment rate
97 of 51.55 percent (see Table 12.2).

98

99

100

101

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102

103 Table 12.2 Direct Housing Provision Targets and Accomplishments (in units/households), 2017-2019

2017 2018 2019 (as of July 2019)

PROGRAM AGENCY % % %
ACCOM ACCOM ACCOM
ACCOM ACCOM ACCOM
TARGET PLISH TARGET PLISH TARGET PLISH
PLISH PLISH PLISH
MENT MENT MENT
MENT MENT MENT
Total Direct Housing
262,153 142,444 54.34 251,534 135,702 53.95 235,730 109,314 46.37
Provision 2
A. NHA Housing
152,715 82,883 54.27 124,874 38,597 30.91 134,377 41,979 31.24
Programs
Resettlement for ISFs
in MM danger
28,700 9,165 31.93 38,011 9,270 24.39 67,900 7,270 10.71
areas/Resettlement
Program
AFP/PNP Housing
NHA 7,000 2,271 32.44 8,807 939 10.66 4,000 511 12.78
Program
Settlements Upgrading 1,000 437 43.70 1,664 248 14.90 10,500 4,554 43.37
Housing Assistance
Program For Calamity 116,015 71,010 61.21 73,621 28,074 38.13 45,000 29,644 65.88
Victims
- Permanent Housing 115,515 43,520 37.67 73,621 20,903 28.39 5,000 23,118 462.36
- Transitional Shelter
- - - - 1,069 - 38
(Marawi)
- HOMA 500 27,490 5,498 - 6,102 40,000 6,488 16.22
Others (Vertical
Development, 2,771 66 2.38 1,377 - 0
Employee’s Housing)
High-Impact Projects
(Mixed-Used 5,600 - 0
Development)
Total NHA Direct
152,215 55,393 36.39 124,874 31,426 25.17 94,377 35,453 37.57
Housing Provision 3
B. Community Driven
39,254 6,087 15.51 49,254 13,901 28.22 59,254 8,485 14.32
Housing Program
Community Mortgage
25,515 5,491 21.52 32,015 13,433 41.96 38,515 8,288 21.52
Program (CMP) SHFC
High Density Housing
13,739 596 4.34 17,239 468 2.71 20,739 197 0.95
Program (HDHP)
C. Retail &
Development
70,684 80,964 114.54 77,406 90,375 116.75 82,099 65,376 79.63
Financing
End-User Financing
a. Socialized Housing
HDMF 20,461 24,705 120.74 21,217 27,444 129.35 23,169 18,716 80.78
(SH)
b. Low Cost Housing
48,779 55,483 113.74 54,569 61,884 113.41 57,232 45,567 79.62
(LC)
c. Medium Cost (MC) 1,006 501 49.80 1,160 639 55.09 1,216 697 57.32
d. Open Market (OM) 438 275 62.79 460 408 88.70 482 396 82.16

104 Source: DHSUD

105

2
Excludes Housing Materials Assistance (HOMA) and Transitional Shelter of NHA
3
Excludes HOMA and Transitional Shelter of NHA
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106

107 Indirect housing assistance, however, or the provision of housing guaranties, issuance of licenses
108 to sell, and trading of asset-backed or mortgage receivables, exceeded targets in 2017 with a 116
109 percent accomplishment and 94 percent accomplishment in 2018 and declined sharply to 32.33
110 percent as of September 2019. Moreover, HLURB’s targets of assisting the LGUs in formulating
111 and updating of Comprehensive Land Use Plans (CLUPs) were surpassed from 2017 to 2019 (see
112 Table 12.3).

113 Table 12.3 Indirect Housing Provision Targets and Accomplishments (in units/households), 2017-2019

2017 2018 2019 (as of July 2019)

% % %
PROGRAM AGENCY ACCOM ACCOM ACCOM
ACCOM ACCOM ACCOM
TARGET PLISH TARGET PLISH TARGET PLISH
PLISH PLISH PLISH
MENT MENT MENT
MENT MENT MENT
Total Indirect Housing
256,065 297,006 115.99 257,569 241,719 93.85 260,325 84,162 32.33
Provision (HHs Assisted) 4
I. New Guaranty
33,647 17,415 51.76 35,001 36,894 105.41 36,407 10,743 29.51
Enrolments
A. Socialized Housing 5 1739 399 22.94 1,817 121 6.66 1,896 491 25.90
HGC
B. Low-cost Housing 23,511 11,884 50.55 24,451 31,881 130.39 25,429 9,090 35.75
C. Medium-cost Housing 5,038 2,506 49.74 5,240 3,582 68.36 5,449 1,013 18.59
D. Open Housing 3,359 2,626 78.18 3,493 1,310 37.50 3,633 149 4.10
II. License to Sell (in no. of
residential units [lots or 218,918 274,545 125.41 219,168 204,344 93.24 219,418 70,193 31.99
H&L])
III. LGUs provided
HLURB
assistance in the formulation
and updating of 130 225 173.08 120 287 239.17 110 242 220.00
Comprehensive Land Use
Plan (CLUP)
IV. Housing Loan
Receivable Purchase NHMFC 3,500 5,046 144.17 3,400 481 14.15 4,500 3,226 71.69
Program (HLRPP)

114 Source: DHSUD

115 The overall sectoral performance is attributed to the confluence of structural and transactional
116 factors such as institutional bottlenecks especially the complex and tedious processing and
117 approval of housing permits, licenses, clearances; lack of land suitable for socialized housing
118 development especially in urban areas; and low agency budget allocation and utilization.

119

120

4
Excludes assistance to LGUs in the formulation and updating of CLUPs
5
Includes Socialized Housing Loand and Small Housing Loans
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121 Limited financial resources and low absorptive capacity of the
122 sector’s housing production arm hampered the delivery of much
123 needed housing services for the low-income families
124 Housing finance has likewise seen limited budgetary appropriations where the sector has received
125 less than one percent share of the national budget. In 2017, the sector budget was PHP 15.311
126 billion; in 2018, this further declined to PHP 5.472 billion; and finally, dropped to PHP 2.593
127 billion in Fiscal Year 2019. In addition, the confluence of the structural and transactional factors
128 have also resulted in low budget utilization rates (BUR). For the period 2017-2018, the BUR of
129 the NHA was reported at 52.91 percent, and 58.75 percent, respectively. 6

130 A total of 221, 610 (37.94% of target) low-income families were provided with socialized housing
131 units for the period 2017 to September 2019. Moreover, 162, 934 (101.47% of target) families
132 benefitted from the production of low-cost housing units for the same period.

133 Table 12.4 Plan Targets and Accomplishments to Build Safe and Secure Communities, 2017-2019

BASELINE 2017 2018 As of September 2019

% % %
INDICATOR ACCOM ACCOM ACCOM
ACCOM ACCOM ACCOM
YEAR VALUE TARGET PLISH TARGET PLISH TARGET PLISH
PLISH PLISH PLISH
MENT MENT MENT
MENT MENT MENT
Proportion of
socialized housing
targets met to housing 2016 8.60 20.80 8.46 40.67 19.84 7.74 39.03 18.66 7.08 37.94
needs improved (%)
(Cumulative)
Proportion of low-cost
housing targets met to
housing needs 2016 5.27 4.79 5.45 113.74 5.03 5.72 113.56 5.13 5.21 101.47
improved (%)
(Cumulative)
Number of socialized
housing units 2016 82,612 211,930 86,185 40.67 407,275 158,956 39.03 584,075 221,610 37.94
delivered (Cumulative)
Number of low-cost
housing units 2016 50,626 48,779 55,483 113.74 103,348 117,367 113.56 160,580 162,934 101.47
delivered (Cumulative)

134 Source: DHSUD

135 Given the abovementioned resource and absorptive capacity constraints affecting the delivery of
136 sectoral targets and objectives, structural reform measures must be pursued in the area of budget
137 prioritization of the national government and efficient budget utilization on the part of the human
138 settlements and urban development sector agencies.

139

6
per DBM, cumulative disbursement rate equals total disbursement over total appropriation
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140 Complex government transactions of housing-related
141 development remain a challenge.
142 Despite efforts of previous administrations to continuously streamline the complex and tedious
143 processing and approval of government housing permits, licenses and clearances, these
144 transactions remain a challenge causing serious delays in housing development. To date, to
145 develop a housing subdivision, about 12 to 74 months are needed to secure about 78 housing-
146 related permits, licenses and clearances from 27 government offices requiring 146 signatures in
147 373 documents 7. Moreover, land acquisition, land development and housing construction activities,
148 on average, take two to three years to complete. The passage of the Ease of Doing Business and
149 Efficient Government Service Delivery Act of 2018 (RA 11032) presents an opportunity to further
150 simplify and streamline these transactions to fast-track housing development and expedite the
151 provision of shelter security to Filipino families and communities.

152 Strategic Framework

153 Under the PDP 2020-2022 pillar Pagbabago or reducing inequality, the sector will continue to
154 contribute to strengthening socioeconomic resiliency by continuously building safe and secure
155 communities. This chapter refocuses on the subsector outcomes of expanding access to housing
156 opportunities by accelerating housing production; enhancing housing affordability for the low-
157 income market; and ensuring livability and sustainability of human settlements. As a crosscutting
158 strategy, empowerment of stakeholders (e.g., families and communities and LGUs, among others)
159 will be intensified towards the attainment of the three subsector outcomes.

160

161

162

7
DHSUD
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163 Figure 12.1 Strategic Framework to Build Safe and Secure Communities, 2020-2022

164

165 Targets (Direct and Indirect 2020-2022)

166 Table 12.5 shows the updated Plan Results Matrix (RM) indicators and targets for 2020-2022.

167 Table 12.5 Updated Plan Targets to Build Safe and Secure Communities, 2020-2022

BASELINE ANNUAL PLAN TARGETS

INDICATOR END OF
YEAR VALUE 2020 2021 2022 PLAN
TARGET
Proportion of urban population living in informal
2018 6.79 2.60 2.47 2.35 2.35
settlements decreased (SDG 11.1.1)
Proportion of socialized housing targets met to housing
2018 7.71 16.05 15.98 15.17 15.17
needs improved (%) (Cumulative)
Proportion of low-cost housing targets met to housing
2018 5.72 5.59 5.95 6.28 6.28
needs improved (%) (Cumulative)
Number of socialized housing units delivered
2018 158,373 680,616 860,525 997,169 997,169
(Cumulative)
Number of low-cost housing units delivered
2018 117,367 236,828 320,701 412,961 412,961
(cumulative)
168

169 For the period 2020 to 2022, the sector targets to deliver a total of 755,837 units of direct housing (see Table
170 12.6). On the other hand, indirect housing assistance will reach a total of 808,490 units for the same period
171 (see Table 12.7).

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172 Table 12.6 Direct Housing Provision Targets (in units/households), 2020-2022

PROGRAMS AGENCY 2020 2021 2022 TOTAL

Direct Housing Provision Targets 243,025 250,828 261,349 755,202
1. NHA Direct Housing Provision Without HOMA 110,000 83,000 82,739 275,739
Resettlement 75,500 52,300 60,239 188,039
Settlements Upgrading 15,000 8,400 0 23,400
Cost Recoverable Housing (Employee's Housing) NHA 12,000 15,000 16,500 43,500
High-Impact Projects (Mixed-Used Development) 2,500 2,300 1,000 5,800
Housing Assistance Program For Calamity Victims
5,000 5,000 0 10,000
(Permanent Housing only)
2. Community Mortgage Program SHFC 35,000 60,000 60,000 155,000
3. Retail & Development Financing (End-User Financing) 98,025 107,828 118,610 324,463
3.1 Socialized Housing (SH) 20,576 22,634 24,897 68,107
3.2 Low Cost Housing (LC) HDMF 76,248 83,873 92,260 252,381
3.3 Medium Cost (MC) 715 787 865 2,367
3.4 Open Market (OM) 486 534 588 1,608
173 Source: DHSUD

174 Table 12.7 Indirect Housing Provision Targets (in units/households), 2020-2022

PROGRAMS AGENCY 2020 2021 2022 TOTAL

Total Indirect Housing Provision Targets 8 263,338 269,082 276,070 808,490
1. New Guaranty Enrolments 37,870 42,414 47,502 127,786
a. Socialized Housing 1,979 2,216 2,480 6,675
- Socialized Housing Loans 1,889 2,116 2,370 6,375
- Small Housing Loans HGC 90 100 110 300
b. Low Cost Housing 26,446 29,620 33,174 89,240
c. Medium Cost Housing 5,667 6,347 7,109 19,123
d. Open Housing 3,778 4,231 4,739 12,748
2. License to Sell (housing units licensed) 219,668 219,668 220,168 659,504
HLURB
3. LGUs Provided CLUP Assistance 100 100 100 300
4. Housing Loan Receivable Purchase Program
NHMFC 5,800 7,000 8,400 21,200
(HLRPP)
175 Source: DHSUD

176

177

8
Excluding HLURB’s License to Sell
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178 Strategies
179 Expand access to housing opportunities by accelerating housing
180 production
181 • Adopt viable land acquisition approaches. Land banking especially for socialized housing will be
182 scaled up to address the availability of land in urban areas in support of the in-city approach to
183 resettlement as a government priority. Likewise, usufruct or long-term use of land will be expanded to
184 enhance affordability of socialized and low-cost housing programs as a result of lower land
185 development cost.
186
187 • Implement a unified, seamless housing development transactions processing for home buyers and
188 developers. A housing One-Stop Processing centers will be established in every region to fast track
189 processing of housing-related permits, clearances and licenses issued by the NGAs and LGUs. The
190 aim is to further streamline the 78 government-related transactions averaging about 48 months to be
191 compliant with RA 11032 Ease of Doing Business and Efficient Government Service Delivery Act of
192 2018.
193
194 • Upscale High-density Housing Program in HUCs. Expansion of high density housing solutions such
195 as low-rise building (3-5 storeys), medium-rise (6-10 storeys) and high-rise (above 10 storeys) to
196 maximize housing production per unit of land especially in the HUCs will be pursued.
197
198 • Review effectiveness of the implementation of the balanced housing development. To ensure that
199 the private developers fully comply with the balanced housing requirement under R.A. 10884 Balanced
200 Housing Program Amendments Act and to ensure proper compliance reporting thereof, a
201 comprehensive review of the effectiveness of the implementation of the balanced housing development
202 will be undertaken to institute measures to improve its implementation. Measures to ensure that the
203 low-income families benefit from the balanced housing development will be operationalized. Per RA
204 10884, private developers are required to provide socialized housing equivalent to at least fifteen
205 percent (15%) of the total subdivision area or subdivision project cost and at least five percent (5%) of
206 condominium area or project cost.
207
208 • Phased implementation of housing development. In view of new budget policy/calendar with an
209 annual cash based scheme, a phased implementation (e.g., land acquisition, land development, housing
210 construction/estate management) with a multi-year cash allocation (MYCA) of housing projects to
211 synchronize with the Department of Budget and Management (DBM) budget calendar is necessary.
212 This process reform is expected to help ensure fiscal discipline and improve budget utilization rates
213 among key shelter agencies.

214

215

216

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217 Enhance housing affordability for low income market
218 • Implement innovative housing finance modalities. With the implementation of the RA 10963 or The
219 Tax Reform for Acceleration and Inclusion (TRAIN) Act which rationalizes the tax incentives system
220 for socialized housing, among others, direct subsidies through housing vouchers and public rental
221 housing schemes will be developed. A feasibility study and a pilot implementation of said modalities
222 will be pursued by the DHSUD.
223
224 • Strengthen primary and further develop secondary mortgage markets. The current efforts of Pag-
225 Ibig under the End-User Financing Program have shown to be effective with the lowering of interest
226 rates from 6 percent to 4 percent which improve access of the low-income Pag-Ibig members to
227 socialized housing loan takeouts. Sustaining the success of the Modified Pag-IBIG (MP2) program
228 implementation is expected to expand the fiscal space of Pag-IBIG to enable it to finance more
229 socialized housing loan take-outs and other loan services. On the other hand, the secondary mortgage
230 programs of NHMFC need to be further developed in terms of expanding access and coverage. For
231 instance, the newly introduced Reverse Mortgage Program - MAginhawang BUhay dahil sa baHAY
232 (MABUHAY) Program of NHMFC need to be widely promoted. MaBuHay Program allows senior
233 citizens/retirees to convert a portion of their home equity into cash in order to address their immediate
234 financial needs.

235 Ensure livability and sustainability of human settlements

236 • Fully mainstream program convergence budgeting in housing and resettlement. Given challenges
237 in the provision of auxiliary services in resettlement areas which is beyond the primary mandate of key
238 shelter agencies and lodged with the LGUs, it has become imperative to fully mainstream program
239 convergence budgeting based on the mandates and capacities of implementing agencies and LGUs.
240 Auxiliary services such as school buildings, day care center, health center, access road and livelihood
241 support services are crucial services that should be present in resettlement areas. However, the lack of
242 coordination and clear policy guidance among concerned agencies hamper the prompt and sustained
243 delivery of these services, thus, the need for a comprehensive convergence budgeting in human
244 settlements development. The newly created DHSUD is well-positioned to orchestrate the convergence
245 budgeting approach which is budgeting for service delivery based on agency mandate and capacity.
246
247 • Stricter enforcement of compliance with building and design standards. HLURB Resolution 915
248 (s. 2014) which approved the Supplemental Guidelines for Mainstreaming Climate Change Adaptation
249 and Disaster Risk Reduction in the Comprehensive Land Use Plan aimed to increase preparedness and
250 adaptation measures by LGUs and local communities. It is imperative for LGUs to formulate climate
251 and disaster risk sensitive CLUPs zoning ordinances that regulate land use so that exposure and
252 vulnerability of population, infrastructure, economic activities and the environment to natural hazards
253 and climate change can be minimized or prevented. In light of this, NGAs and LGUs shall enforce
254 stricter compliance to building and design standards (i.e., safety, location, structural design and integrity)
255 by the developers, contractors and private homebuilders. Due diligence is essential on the part of NGAs
256 and LGUs in terms of inspection of materials, construction progress monitoring and certification of
257 project completion which also ensures satisfactory compliance to building and design standards.

258
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 Box Article 12.2 NHA Gender Responsive Systems and Operation

The National Housing Authority (NHA) has been mainstreaming gender and development (GAD) as well as women empowerment
efforts in human settlements and housing design since 2002 with the creation of its GAD Department. Since then, the NHA has
pursued its GAD goals, to wit: a) Increased number of women with housing units registered in their names to ensure equal rights
in property ownership; b) Enhanced implementation of Gender-Responsive housing policies and programs, activities and projects
(PAPs); c) Strengthen capacity of service providers to ensure women and men benefit equitably from urban development
investments, particularly those in informal settlements and low-income areas; d) Institutionalized innovative gender-responsive
policies and manuals of operation for: 1) Housing Design and Technology, 2) Community Building and Empowerment, 3)
Relocation and Resettlement, 4) Estate Management, and 5) Collection; e) Knowledgeable and competent NHA employees to
mainstream GAD in PAPs; f) Creation of GAD Department; g) Partnership with other stakeholders in mainstreaming GAD; and
h) Establishment of structures/Enabling mechanism to address emerging GAD issues at NHA.

Of late, the NHA has developed and pilot-tested new housing designs that incorporate GAD considerations such as row houses
that have built-in provisions for livelihood activities such as variety stores and other service facilities or shops within the setback
or frontage/facade of the housing unit.

In its 2018 GAD Accomplishment Report, the NHA was able to attain an PHP 8.8 Billion amount in program attribution due to
gender-responsive scores in Project Implementation Monitoring and Evaluation (PIMME) for the actual budget disbursement in:
1) Community-Based Initiative Approach (CBIA) Enhanced Implementation of Resettlement Program, 2) Indigenous Peoples
(IPs) Housing, 3) Resettlement Assistance Program to LGU (RAP-LGU), and 4) Yolanda Housing.

Given the Level 3 in Gender Mainstreaming, the NHA was awarded the Philippine Commission on Women (PCW) GADTimpala 1
Bronze Award for the Agency Category in August 2019.

259

260 Institutionalize community-led/driven housing. The DHSUD shall promote and expand peoples’
261 planning, community initiative approach and other community-led/participatory approaches in human
262 settlements. Based on the National Shelter Program Impact Assessment, program implementers such as
263 NHA and SHFC are pre-occupied with estate management activities even after project completion. To
264 relieve NHA and SHFC of this task, and instead focus on housing production, community associations such
265 as Homeowners Associations (HOAs), housing cooperatives and neighborhood associations need to be
266 capacitated to undertake estate management on a truly participatory and sustained manner.

267 Operationalize the National Resettlement Policy Framework (NRPF). The DHSUD shall fully
268 implement the NRPF and ensure its integration with local plans and programs on resettlement. In the next
269 three years, DHSUD shall undertake information dissemination, consultations and subsequent issuances of
270 policy resolutions towards the implementation of the framework in line with its localization efforts on the
271 New Urban Agenda (NUA). The NRPF shall be promulgated with emphasis on livelihood restoration
272 guided by a socioeconomic restoration framework.

273 Mainstream local shelter planning in the CLUPs of cities and municipalities. In line with the mandate
274 of LGUs as provided for in RA 7160 on Local Government Code of 1991 and RA 7279 or the Urban
275 Development and Housing Act (UDHA) of 1992 to take primary responsibility for shelter planning and
276 addressing the housing needs of their constituents, the formulation of a Local Shelter Plan (LSP) to enable
277 them to effectively implement their mandate on shelter provision is deemed necessary. To institutionalize
278 local shelter planning in cities and municipalities, the DHSUD shall develop the guidelines and strategies
279 for the formulation of the LSP. To incentivize the LSP formulation, DHSUD shall include the approved
280 LSP of LGUs among the criteria for the issuance of the BALAI seal of compliance.

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282 Legislative Agenda
283 To complement the strategies, legislative action is needed for the following:

Legislative Agenda Description/Status

Chapter Outcome: Access to affordable, adequate, safe, and secure shelter in well-planned communities expanded
Establish a national land use framework that will define the indicative priorities for land
Passage of the National Land utilization and allocation across residential, infrastructure, agricultural and protective uses
Use Act (NaLUA) and integrate efforts, monitor developments related to land use, and evolve policies,
regulations and directions of land use planning processes.

Strengthen the role of the previously created SHFC (by virtue of Executive Order No. 272, s.
Passage of the Social 2007) by redefining the powers and functions of the President, Board of Directors and of the
Housing Finance Corporation Corporation to include provision of incentives, enabling the SHDFC to enter into loans and/
(SHFC) Charter or issue bonds and other debentures to raise funds for housing construction and pursue
development financing approaches such as implementation of shelter-related subsidy.

Strengthen its mandate to include the development of a secondary mortgage market for
Amendments to the NHMFC
housing-related financial instruments and issuance of housing related asset-backed
Charter
securities
National Housing Seeks to provide low-cost, accessible and affordable housing as part of the efforts to reduce
Development Production and homelessness in the country by significantly accelerating housing production and ensure
Financing Act (NHDPFA) sufficient and reliable government funding and financing for housing.

284

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