Housing Delivery System in The Philippines

ARCH 553
HOUSING
HOUSING DELIVERY SYSTEM

IN THE PHILIPPINES
HOUSING IN THE PHILIPPINES
In the Philippines, less than 1/3 can afford proper shelter. In Metro Manila alone, there are 3.1 informal settlers;
23% stay in government land, 22% in private properties, 15% in danger zones (which include the streets, bridges,
riversides, and along train tracks), and 40% on infrastructure sites. There still exists a huge problem on housing in the
Philippines. Various factors affect this such as financing, government policies and interventions, institutional subsidies,
and the values and culture the Filipino people illustrate.
HOUSING PROBLEMS/ SOCIAL ISSUES
The Philippines is beset with a huge backlog in providing for land security and housing for the poor. Two basic problems
being faced by the government in realizing a successful housing program are:
Money
Availability of land
Other issues hampering pro-poor land and housing programs:
High transaction costs due to the confusing and unclear land use policies
Non-cooperation of land owners to engage in the Community Mortgage Program (CMP)
Misinterpretation and/ or non-implementation of local government units (LGUs)
Other problems pertaining to housing is the provision of land and housing to internally displaced
persons (IDPs) due to natural hazards and armed conflicts.
INFORMAL HOUSING
The magnitude of the housing need (defined as backlog plus new households) is staggering and has been
estimated to reach more than 3.7 million in 2010. In Metro Manila alone, the total backlog (to include new households)
has been projected to reach close to 500,000 units.
Addressing this backlog will roughly require about 3,000 hectares of land if designed to accommodate detached
housing units, a prospect that suggests the need for a higher density housing strategy if the housing deficit is to be
effectively addressed. Beyond the provision of housing by the public sector, new approaches are needed especially since
rural- urban migration is expected to continue and will exacerbate the housing problem.
HOMELESS
In cities of industrial countries, the numbers of homeless people have increased and their existence has become a social
problem since the 1980s. In cities of developing countries, the numbers of street homeless who cannot live even in
squatter areas have increased since the end of the 1990s. These people face serious problems in surviving on the
streets. They are an urban minority deprived of human rights and excluded from society. However, the problem of the
street homeless has not yet been constructed as a social problem in developing countries because it is overwhelmed by
the large- scale squatter problem. The street homeless have been regarded as a part of the squatter homeless.
HOUSING AFFORDABILITY AND DELIVERY
A significant part of the problem plaguing the housing sector in the country is the lack of affordability. The
fundamental solution to this problem is again rooted in economic growth, which provides employment and income to
households, which can then increase affordability levels. In the short to medium term, increasing the availability of
housing credit and financial resources and lowering the cost of land and housing production can make a significant
difference.
GOVERNMENT HOUSING STRATEGIES
The National Shelter Program (NSP) represents the Philippine action agenda for housing. It is a comprehensive
strategy of the government to assist homeless low- and middle-income families in meeting their housing needs through
affordable housing opportunities. Under the NSP are five major schemes categorized under two main groups: Direct
Housing which includes: (i) housing production; (ii) community programs; (iii) developmental loans; and Indirect
Housing, which is composed of: (iv) home mortgages and (v) guarantees. In this regard, Executive Order (EO) 90, series
of 1986 outlines the mandates of the government agencies involved in the delivery of the NSP and recognizes the need
to engage the private sector in housing delivery and finance.
HOUSING AND THE GOVERNMENT AND ITS DELIVERY SYTEM
The responsibility of the government to ensure the provision of decent and affordable housing to every Filipino
is contained in the Constitution, which mandates the State to undertake a continuing program of urban land reform and
housing, which will make available at affordable cost decent housing and basic services to underprivileged and homeless
citizens in urban centers and resettlement areas.
From 1978 to present, the NSP has remained the key housing agenda of government. The programs objective as
well as mechanisms to achieve that objective remain in force today.
Initially, the government adopted a highly centralized system of managing the program. This was done through
the creation of a Ministry of Human Settlements (MHS) in 1978, which was served as the umbrella organization of all
shelter agencies that had evolved since the 1950s. These agencies include the following:
1. National Housing Authority (NHA), in charge of social housing production specifically upgrading of sites and
services
2. Human Settlements Development Corporation (HSDC), also into shelter production and New Town and
Estate developments
3. National Housing Commission (NHC), supports the HSDC and NHA in shelter production
4. Human Settlements Regulatory Commission (HSRC), regulates subdivision development and socialized
housing construction
5. National Pollution Control Commission (NPCC)
6. National Environmental Planning Council (NEPC)
7. Housing Finance Corporation (HFC), provides mortgage insurance or guarantees to encourage private banks
and financial institutions to grant housing loans on easy terms of payment
8. National Home Mortgage Finance Corporation (NHMFC), acted as a secondary market for housing
mortgages
9. Home Development Mutual Fund (HDMF), a provident savings fund maturing after 20 years
Toward the end of the 1980s, a rationalization of the shelter agencies was undertaken. The Ministry of Human
Settlements was dissolved, and in its place, the Housing and Urban Development Coordinating Council (HUDCC) was
organized. Comparatively, the HUDCC had limited powers over the shelter agencies, since its main task was to
coordinate the shelter agencies in the implementation of the NSP. The reorganization also reduced the number of key
shelter agencies from nine to five (originally) : NHA, SHFC, HDMF, HGC, NHMFC, AND HLURB. (But later SHFC was
included.)
Housing and Urban Development Coordinating Council (HUDCC)
It is the umbrella agency of various housing and development offices of the Government of the
Republic of the Philippines. It was established by President Corazon Aquino through Executive Order
No. 90, Series of 1986.
Under Section 3 of EO No. 90, HUDCC is charged with the main function of coordinating the
activities of the government housing agencies to ensure the accomplishment of the National Shelter Program.
Specifically, HUDCC is tasked to:
- Formulate national objectives for housing and urban development and to design strategies for the
accomplishment of these objectives;
- Determine the participation and coordinate the activities of the key government housing agencies in
the national housing program;
- Monitor, review and evaluate the effective exercise by these agencies of their assigned functions;
- Assist in the maximum participation of the private sector in all aspects of housing and urban
development;
- Recommend new legislation and amendments to existing laws as may be necessary for the
attainment of governments objective in housing;
- Formulate the basic policies, guidelines and implementing mechanisms for the disposal or
development of acquired or existing assets of the key housing agencies;
- Exercise or perform other powers and functions as may be deemed necessary, proper or incidental
to the attainment of its purpose and objectives.
Legal Basis
Executive Order No. 90 (December 17, 1986) created the Housing and Urban Development Coordinating Council
(HUDCC).
Republic Act No. 7279 (March 24, 1992) mandated HUDCC through the key shelter agencies to formulate a
national Urban Development & Housing (UDH) framework and to report on its implementation.
Republic Act No. 7835 (December 16, 1992), or the Comprehensive and Integrated Shelter Finance Act,
empowered HUDCC to determine the loanable amounts for socialized/low-cost housing limit eligible for
development financing.
Executive Order No. 153 (December 10, 2002) directed HUDCC to take the lead in the identification,
curtailment, and monitoring of professional squatters and squatting syndicates.
Memorandum Order No. 102 (s.2003) mandated HUDCC to oversee and fast track through appropriate project
schemes and contractual arrangements the implementation and development of housing projects in areas
proclaimed as housing sites.
Executive Order No. 577 (November 17, 2006) placed the Urban Asset Reform Project Management Office
(UARPMO) under the supervision and control of the HUDCC.
House Categories Under Housing and Urban Development and Coordinating Council (HUDCC)
As per Memorandum Circular No. 04 series of 2006, the Housing and Urban Development Coordinating Council
(HUDCC) has categorized housing units based on the selling price of the units. Below are the categories, the
corresponding price range and a brief description of each.
- SOCIALIZED HOUSING
Price Range : P 300,000 or lower
Lot Area : 30 sqm to 50 sqm
Floor Area : 18 sqm to 30 sqm
These are the lowest priced housing units in the category. Typically, the houses are row type with no amenities.
The roads are narrow, and in many cases, no sidewalks.
- LOW COST LEVEL 1

Price Range : From P 300,000 To P 1,250,000
Houses are usually bare or box type with only one toilet and bath, and the home interiors are left for the buyer
to improve. Sometimes the community would have a few amenities.
- LOW COST LEVEL 2

Price Range : From P 1,250,000 to P 3,000,000
The houses in this category are finished type with a minimum of 2 bedrooms. You will usually find a swimming
pool or clubhouse as standard amenities for this type of community.
- MEDIUM COST
Price Range : From P 3,000,000 to P 4,000,000
Lot Area : minimum of 100 sqm
Floor Area : minimum of 70 sqm
This type of project has improved amenities like guard house, entrance gate perimeter fence, club house and
play courts plus the usual swimming pool. Houses are of much better quality than the previous categories.
- OPEN MARKET
Price Range : From P 4,000,000 and above
This development is sometimes referred to as High-end. It has all the amenities in the MEDIUM COST project
and even better ones. The buyers in this category are mostly educated, have money and know what they are
buying. In many cases, the buyers are the ones who hire their own architects to design the house according to
their preferences.
LOICAL FRAMEWORK OF HUDCC
Key Shelter Agencies:
National Housing Authority (NHA)
The National Housing Authority (NHA) was organized as a government-owned and controlled
corporation, by virtue of Presidential Decree No. 757 dated 31 July 1975. It is mandated to develop and
implement a comprehensive and integrated housing program which shall include, among others, housing
development and resettlement, sources and schemes of financing and delineation of government and
private sector participation
Executive Order 90 (17 December 1986)
- Sole government agency engaged in direct shelter production. It shall focus its efforts in providing
housing assistance to the lowest 30% of urban income-earners through slum upgrading, squatter
relocation, development of sites and services and construction of core housing units
- Undertake programs for the improvement of blighted urban areas and provide technical assistance to
private developers undertaking low-cost housing projects
- May continue development of housing projects for income-earners above the lowest 30% provided that
funds generated thereon are utilized for the attainment of its primary mandate (Section 1a)
Vision
By 2019, NHA would have provided 50% of the housing needs for homeless low-income families living in danger areas,
government infrastructure project sites and government-owned lands in Metro Manila and all regions.
Mission
We provide decent, adequate and affordable housing to low-income families and ensure the provision of community facilities
and access to utilities, social services and economic opportunities.
Core Functions
1. Development and implementation of a comprehensive and integrated program:
Housing Development
Relocation and Resettlement
Community Empowerment
Asset Development and Management
2. Enabling LGUs, civil society organizations (CSOs), private sectors and participating stakeholders to improve capabilities
for housing development and delivery.
PROGRAMS AND APPROACHES
1. Regular Programs
A. Resettlement Program
Provision of new settlements for families occupying danger areas such as waterways/riverbanks, railroad tracks,
sidewalks, etc., and those displaced from sites earmarked for government infrastructure projects.
To the extent possible, the in-city resettlement approach is adopted to minimize the social, economic, cultural and
political impacts of dislocation. Off-city resettlement is resorted to when all means to implement the former has been
exhausted. In the resettlement planning process, the following spectrum of alternative site locations are considered:
On-site/land sharing
Near-site
In-barangay
In-city/in-town (high density housing)
Near-city/near town
Out-of-city/out-of-town
B. Regional Resettlement Program
Involves the implementation of local/ regional projects as joint national-local government undertakings. It addresses the
resettlement requirements of LGUs outside Metro Manila involving families in danger areas, those affected by infrastructure
projects and calamities and indigenous peoples.
NHA also provides technical assistance designed to enhance and augment LGU capacities in various aspects of housing
development, project planning and packaging, works engineering and project supervision, beneficiary
selection/awards/disposition, collection and estate management.
C. Housing Assistance for Calamity Victims
A nationwide program intended mainly to respond to the shelter needs of low and marginal-income and/or informal
settler families affected by calamities such as typhoons, landslides, earthquakes, fires and other human-induced calamities for
relocation to safe, disaster resilient and sustainable settlements. The program also involves the provision of housing materials
assistance to families whose homes are partially damaged by calamities in the build zone and do not require relocation and
resettlement.
D. Settlements Upgrading
Provides security of tenure to qualified family occupants and undertake improvement of infrastructure and services in the
sites. It covers survey and titling of individual lots for disposition to qualified occupants, infrastructure development, housing
construction and rehabilitation of existing project sites.
E. Multi-level Housing
Involves the construction of low-rise and medium-rise buildings as in-city relocation approach for informal settlers
intended not only to mitigate the socio-economic effects of dislocation but also to maximize the use of scarce and expensive
land.
F. Housing for Low-Income Formal Sector
Provision of housing to minimum wage earners who cannot afford housing offered by private developers.
G. Community-Based Housing Programs
Programs that enable communities to mobilize resources for resolution of land tenure issues and/or site development,
where NHA may act as conduit between communities and financing institutions or government/non-government institutions
offering liberalized financing for land acquisition and other forms of grants/inputs to peoples organizations.
H. Housing for Indigenous Peoples
Involves the implementation of local/regional resettlement projects as joint NG-LG undertakings to address local
resettlement requirements of local government units outside Metro Manila
I. Technical Assistance
The NHA likewise extends technical assistance to the community association/cooperative in terms of community
organization, negotiation with the land owner, preparation of development plans, formulation of disposition and collection
schemes, and coordination with other national government agencies for the processing of required documents.
SPECIAL PROGRAMS
A. Housing Programs for Informal Settler Families Residing in Danger Areas in Metro Manila
Involves relocation and resettlement of families residing in or along danger areas in Metro Manila particularly
those along waterways such as creeks, rivers and esteros.
Undertaken mainly through in-city multi-storey housing development utilizing government owned land
Off-city Resettlement where in-city projects are not feasible
Also covers implementation of alternative in-city project schemes proposed by program stakeholders (e.g.
CSOs/LGUs)
Funded out of the Php50.0 Billion fund released for said purpose
B. AFP/PNP Housing Program
A 5-year program intended to provide permanent housing facilities for low-income military and police personnel.
A flagship project of the President of the Philippines for the Armed Forces of the Philippines (AFP), Philippine
National Police (PNP), Bureau of Jail Management and Penology (BJMP), and the Bureau of Fire Protection (BFP)
personnel. Implemented under AO No. 9 dated 11 April 2011
DELIVERY SCHEMES AND APPROACHES
1. Direct Delivery
NHA undertakes housing development on its own through the award of civil works contracts
Project planning, financing, implementation/contract supervision, and disposition of housing units are undertaken
directly by NHA
2. Community-Initiative Approach (CIA)
The CIA is an implementation strategy designed to build on the initiative and promote the participation of affected
families, through their Community Associations, in the housing development decision-making process particularly in the
choice of housing sites and to allow them to acquire housing units in their selected sites.
3. Joint Venture
A strategy based on resource/expertise-sharing scheme with private landowners, private developers, local
government units, civil society organizations (CSOs) with equity contribution taking the form of land or funds for
development.
4. Technical Assistance
The NHA provides to its housing development partners the technical support and services in various aspects of
project development.
THE QUALITY MANAGEMENT SYSTEM
GENERAL REQUIREMENTS
Scope
This Quality Manual applies to NHAs Quality Management System and covers all the processes required to provide
housing to its target beneficiaries. NHA shall establish, implement and maintain a QMS and is committed to continually
improve its effectiveness in accordance with the requirements of ISO 9001:2008.
The NHA QMS shall cover the core processes as follows:
1. Pre-Implementation Phase
Targets, Priorities and Funding

Land banking and Assembly
Planning and Architectural & Engineering Design
Pre-Relocation
Social Preparation
2. Implementation Phase
Contracts Management
Physical Construction
Relocation
Community Development(Community Empowerment)
Awards Documentation and Titling
3. Post-Implementation
Asset Development and Management

Community Management
Project disengagement
The NHA QMS shall initially be adopted in all departments/offices within the NHA Main Office, including the Area
Management Offices and one project Office, the Quezon City Project Office, all located at Diliman, Quezon City. The QMS shall
eventually be replicated to other regional and district offices of NHA.
NHA QMS Process Map
The NHA QMS Process Map describes the inter-relationships of the Management, Core and Support Processes. NHA
caters to housing beneficiaries to include the Informal Settler Families, Low income formal sector as well as calamity victims
in need of housing. The inputs to the development of programs and projects are anchored on the needs and requirements of
these beneficiaries, the priorities set in national development plans as well as government policies and issuances, The major
final outputs are housing programs and services, The management and support processes complete the map and are critically
important to ensure the continuing improvement of the service process.
MANAGEMENT PROCESSES
The Management processes listed below are for oversight and governance of the Authority to comply with applicable
legislation policies and standards.
a. Corporate Strategic Planning involves the development of plans and programs for implementation, review and
monitoring.
b. Performance Management involves its employees individually or collectively in improving organizational

effectiveness in the accomplishment of agency mission and goals.
c. Risk Management identifies, quantifies and manages the risks to minimize market, operational, strategic and
financial risks.
d. Internal Quality Audit evaluates/compares actual performance vis--vis QMS.
e. Public Relations Management creates, maintains, sustains, ensures, and manages good/positive corporate
image.
f. Organization Development enables the optimum use of resources.
CORE PROCESSES
At the focal point of the map are the core processes which have been categorized by phases.
Pre-Implementation covers the start-up activities of the housing processes as described below
a. Targets, Priorities and Funding wherein priority programs, targets and budgetary requirements for the year are
identified, presented to, and approved by the NHA Management/Board.
b. Land Banking Under the definition of terms in RA 7279 or UDHA of 1992, land banking refers to the acquisition of
land, at values based on existing use, in advance of actual need to promote planned development and socialized
housing programs.
c. Land Assemblyrefers to the acquisition of adjacent lots from different owners through sale or expropriation by
the government and assembling or consolidating the parcels to form a contiguous lot that will meet the project
0requirement in terms of lot size.
d. Planning and Architectural & Engineering Design involves program/project identification based on production
targets and priorities. Determines project criteria i.e. project location, amenities/facilities, lot and house size, and cost
recovery schemes.
e. Pre-relocation activities include provides direct services and/or technical assistance to operating units, LGUs,
NGAs and CSOs in the planning and implementation of pre-relocation activities i.e. census and tagging, formation of
relocation action center, organization of LIAC/PAC, etc.
f. Social Preparation facilitates project acceptance by the beneficiaries through consultation meetings and formation
of community organizations.
Implementation involves the construction of completed housing units or developed lots, provision of basic services and
required community facilities.
a. Contracts Management involves all matters pertaining to contracts i.e. invitation to bid, bid evaluation, award,
monitoring, billing of contractors, managing additive and deductive change orders, etc.
b. Physical Construction actual land development and construction activities.
c. Relocation and Resettlement actual dismantling activities and transfer of households to resettlement sites.
d. Community Development involves the development of socio-economic programs i.e. livelihood and affordability
enhancement programs and strengthening linkages with LIAC, Sub-committee on Livelihood, and other partner-
stakeholders as a process towards community empowerment.
e. Award, Documentation and Titling process formalizing the qualified beneficiarys right over the property or
parcel of land through award documentation and issuance of corresponding title upon full payment.
Post-Implementation
a. Asset Development and Management Ascertains the management of the Authoritys assets comprising of
residential, commercial, industrial and mixed-use properties through leveraging and other creative financing
schemes.
b. Community Management assists in the advancement of the community from just an association, federation or
cooperative to well-functioning, self-sufficient and empowered organizations that are responsive to the needs of the
community such as safe environment and availability of socio-economic activities to ensure productivity and progress
thereby motivating the beneficiaries to stay. Effective community management is to ensure the communitys ability
to withstand challenges like the eventual disengagement of NHA, flexibility to adjust to new obligations, among
others. Dependable leadership and strong spirit of community volunteerism has already been achieved at this point.
c. Project Disengagementproper turnover of the identified project components to the LGUs, Community
Leaders/Organizations to assume Estate Management functions.
SUPPORT PROCESSES
The support processes provide the necessary resources to the core processes to facilitate product realization,
measurement, and monitoring activities. These are listed as follows:
Human Resource management

Information and Communications Technology (ICT) Management
Housing Technology Management
Financial Management
Work Environment Management
Materials and Logistics Management
Buildings and Property Management
Legal Management
What to expect?
housing program only caters to the lowest 30%, the poorest of the urban population.
provide housing and related assistance to ISFs living along danger zones and areas affected by government
infrastructure projects. Specifically, the National
Government prioritizes housing programs within the six year Philippine Development Plan (PDP) which is the basis of
NHAs target year.
Currently, the on-going housing projects of the authority have identified family-beneficiaries who were qualified
during the planning and pre-qualification process which will be the basis for their award.
Currently, the on-going housing projects of the authority have identified family-beneficiaries who were qualified
during the planning and pre-qualification process which will be the basis for their award.
What to know?
Eligibility criteria to avail government housing (UDHA) :

Must be a Filipino citizen
Must be an underprivileged homeless citizen
Must not own any real property whether in the urban or rural areas
Must not be a professional squatter or a member of squatting syndicates.
What to prepare?
A. SWORN APPLICATION FORM A

(to be provided by secretariat, BFP Housing Committee)
B. PROOF OF INCOME (ANY OF THE FOLLOWING)
1. Employers Certificate of Compensation Issued by Finance Unit (original)
2. BIR Certified Latest Income Tax Return (original to be presented and photocopy)
C. PROOF OF IDENTITY/ CIVIL STATUS
For Single Applicants
1. Birth Certificate Civil Registry or NSO (certified copy and photocopy)
2. BFP ID (original to be presented and photocopy back to back)
For Married Applicants
1. Birth Certificate Civil Registry or NSO (certified copy and photocopy)
2. Marriage contract (photocopy)
3. BFP ID (original to be presented and photocopy back to back)
4. Affidavit of Separation-In Fact for applicants not legally separated/ annulled (original)
D. CERTIFICATE OF DUTY STATUS (ORIGINAL)
E. TWO (2) CONSECUTIVE LATEST PAYSLIP (ORIGINAL TO E PRESENTED & PHOTOCOPY)
F. LATEST SWORN STATEMENT OF ASSETS, LIABILITIES ANDNETWORTH (ORIGINAL TO BE PRESENTED & PHOTOCOPY)
1. 1 piece 2x2 ID picture
2. Photocopy of cedula
3. Authority to deduct
NATIONAL HOUSING AUTHORITY

TYPHOON YOLANDA PERMANENT HOUSING PROGRAM
05 November 2015
I. HOUSING NEED
II. STATUS OF FUND RELEASES
III. STATUS OF PROJECTS WITH FUNDS

As of 30 October 2015
18,169 units now undergoing procurement

929 units turned-over at Tanauan and Tacloban, Leyte
TARGET COMPLETION
IV. IV. STATUS OF PROJECTS

REGION 8
REGION 8
Families from IPI Bunkhouse unloads their
belongings during the transfer in
Ridgeview Park I, Tacloban City
YPMO Regional Monitor for Resettlement Engr. Harvey Hilvano

with one of the beneficiaries of Ridgeview Park Housing
RIDGE VIEW PARK 1
Brgy. Cabalawan, Tacloban City
BLOCK 20,LOT 12
HOME OWNERS PHOTOS.

BLOCK 20,LOT 14
VILLA DIANA
Brgy. New Kawayan, Tacloban City
GREENDALE RESIDENCES
Brgy. San Isidro (Suhi) Tacloban City
PRIME TOWN PH. 3
Brgy. Sacme, Tanauan, Leyte
Housing and Land Use Regulatory Board (HLURB)
It is a national government agency tasked as the planning, regulatory and quasi-judicial body for land use
development and real estate and housing regulation. These roles are done via a triad of strategies
namely, policy development, planning and regulation.
The sole regulatory body for housing and land development, charged with encouraging greater private sector participation in
low-cost housing through liberalization of development standards, simplification of regulations and decentralization of
approvals for permits and licenses.
MANDATES (HLURB in retrospect)
1. PLANNING: (EO 648; EO 72; RA 7279)

- Formulate guidelines for Comprehensive Land Use Plans (CLUPs)
- Render technical assistance to LGUs in CLUP preparation and to members of Provincial Land Use
Committee (PLUC) and Regional Land Use Committee (RLUC) in CLUP Review.
- Review and ratify CLUPs of highly urbanized cities (HUCs) and independent component cities (ICCs) and
review CLUPs of Metro Manila
- Update and revise the National Urban Development and Housing Framework under the direction of
HUDCC
- Train LGUs in subdivision plan approval and zoning enforcement
2. REGULATION: (EO 648; EO 90; EO 71; EO 72; PD 957, 1216, 1344; BP 220; RA 7899; RA 9904; RA8763 (Sec.26))
- Register and license subdivision and condominium projects, farm lots, memorial parks and columbaria.
- Monitor development and construction of registered/licensed projects.
- Update and revise rules, guidelines and standards on housing and real estate.
- Approve Master Deed and Declaration of Restrictions of condominium project, and any amendment or
revocation thereof decided upon by a simple majority of all registered owners (concurrently with City or
Municipal Engineer).
- Issue Locational Clearances for projects considered to be of vital and National or Regional Economic or
Environmental significance.
- Register and supervise HOAs.
- Register real estate brokers, dealers and salesmen engaged in selling projects under HLURB jurisdiction.
3. ADJUDICATION: (EO 648; RA 9904, 8763 (Sec. 26))
- Disputes between subdivision lot or condominium unit buyer and developer.
- Intra- and Inter-Homeowners associations disputes.
- Appeals from decisions of local zoning bodies.
Home Guaranty Corporation (HGC)
Originally chartered as the Home Financing Corporation in 1950 to mobilize investible funds for housing
purposes; renamed (Home Insurance and Guaranty Corporation) in 1986 and recapitalized to provide a
viable system of guarantees, loan insurance, and other incentives to encourage private development and
financing of low-income housing. In its new 2000 charter, mortgage insurance was dropped.
It is the government owned and controlled corporation (GOCC) mandated by law (Republic Act 8763) to promote
sustainable home ownership by providing risk coverage of Guarantees and tax/fiscal incentives to banks and financial
institutions/investors granting housing development loans/credits, and home financing. As HGC focuses on promoting home
ownership to middle and low-income families.
RULE III, ARTICLE 8. Corporate Powers and Functions. The Corporation, in addition to the regular powers and functions
provided under section 36 of the Corporation Code, shall have the following powers and functions, subject to the limitations
hereinafter provided:
a. To promote Home building and land ownership, giving primarily preference to the homeless and under privileged
sectors of the society;
b. To guaranty the payment in favor of any natural or juridical person, of any and all forms of mortgages, loans and
other forms of credit facilities and receivables arising from financial contracts exclusively for residential purposes and
the necessary support facilities thereto;
c. To assist private developers to undertake socialized, low and medium-cost mass housing projects by encouraging
private funds to finance such housing projects through a viable system of long-term mortgages, guaranties and other
incentives;
d. To pursue the development and sustainability of a secondary mortgage market for housing as the primary strategy to
encourage private sector participation in housing finance. The Corporation shall undertake such programs and
measures using the guaranty cover as enhancement to encourage trading by the public in a secondary market for
housing mortgages, bonds, debentures, notes and securities;
e. To underwrite purchase, own, sell, mortgage or otherwise dispose of stocks, bonds, debentures, securities and other
evidence of indebtedness issued in connection with the powers enumerated in the Act: Provided, it shall not engage
in direct mortgage lending activities;
f. To borrow money and/or to issue bonds, debentures, securities, collaterals, notes and other obligations, in both local
and foreign currencies, subject to the limitations provided in Art. 19 hereof;
g. To promote housing by the aided self-help method whereby families with some outside aid build their own houses
with their own houses with their own labor; to provide technical guidance to such families; to guaranty loans to such
families on first liens on the house and land with such other security and conditions as the Corporation shall
determine, providing at least for ultimate recovery of principals; and to do all other activities as are relevant and
significant in such a program of aided self-help for housing;
h. To adopt, alter and use a corporate seal; to enter into contracts; and to sue and be sued in its Corporate name in any
court of competent jurisdiction;
i. To acquire , purchase, own, hold, manage, administer, operate, develop, lease, pledge, mortgage, exchange, sell,
transfer or otherwise dispose of real and personal property with every kind and description, monies and funds, or any
interests therein as may now be necessary to effectively carry out the purposes, objectives and functions of the
Corporation;
j. To do any and all acts and things and to exercise all powers, which maybe necessary or convenient to the
accomplishment or furtherance of its purposes and objectives, or which a natural person can do and exercise and
which may now be or hereafter authorized by law.
CHALLENGES ENCOUNTERED
A. Finding land that are suitable for resettlement

For 205,128 at 150 units per hectare, 1,367 Hectares are needed.
Funding Requirement P59.9B plus P1.3B for community facilities (total of P61.2B).
Land should be titled
Land should be in safe areas (not susceptible for flooding, land slides, storm surge, tsunami, and on
earthquake fault line)
Clearances should be secured from MGB and PHIVOLCS
B. Bidding/Procurement Process will take 3 months
C. Permits and Licenses from Government Agencies
DAR conversion & NIA clearance if land is agriculture
Development permit from Local Government Unit
ECC from DENR
Tax excemption from BIR
Project Packaging, Procurement and Implementation
Process for Negotiated Procurement
STANDARD CONTRACT DURATION FOR TYPHOON YOLANDA HOUSING PROJECTS

SUMMARY OF PRE-IMPLEMENTATION AND PROJECT IMPLEMENTATION
Home Development Mutual Fund (HDMF, also known as PAG-IBIG Fund)
It is a Philippine government-owned and controlled corporation under the HDCC responsible for the
administration of national savings program and affordable shelter financing for Filipinos employed by
local and foreign based employers as well as voluntary and self-employed members. It offers its
members short-term loans and access to housing programs. To provide its members with adequate
housing through an effective saving scheme, Pag-IBIG Fund harnesses these four sectors of Philippine
society: financial institutions, the industrial sector, the government, and the Filipino people. The Fund was created to address
two of the nations basic concerns: (a) the generation of savings and (b) providing shelter for Filipino workers.
It is directed to utilize funds not required for provident benefits for housing loans to members; the Social Security
System (SSS), directed to be the primary provider of funds for long-term mortgages for low and middle-income private sector
employees; and the Government Service Insurance System (GSIS), directed to be the primary provider of funds for long-term
mortgages for low and middle-income government employees. These three agencies were support agencies mandated to
ensure that funds for long-term housing loans are available on a continuous and self-sustaining basis. EO 90 prescribed the
amount of funds each would contribute along with other parameters for an integrated home mortgage financing system
anchored by NHMFC.
RULE IV, SECTION 1
The Home Fund Development Mutual Fund or the Pag-IBIG Fund created under R.A. 9679 is a government financial institution
involved in mobilizing provident funds primarily for shelter finance. It is a nationwide tax-exempt mutual provident savings
system for private and government employees and other earning groups, supported by matching mandatory contributions of
their respective employers in the spirit of social justice and the pursuit of national development with housing as the primary
investment.
Housing Loan Programs:
Housing Loan Availment this housing loan program grants opportunities to Pag-IBIG Fund members to avail of housing loans
to finance any one or a combination of the following:
1. Purchase of a fully developed residential lot or adjoining residential lots not exceeding 1,000 square meters, which should
be within a residential area;
2. Purchase of a residential house and lot, townhouse or condominium unit, inclusive of a parking slot, which may be:
* Old or brand new;

* A property mortgaged with the Fund;
* An acquired asset of the Pag-IBIG Fund; or
* Adjoining houses and lots/ townhouse/ row houses/ condominium units.
The subdivision project where said residential units are located must have complied with all the required facilities pursuant to
BP No. 220.
3. Construction or completion of a residential unit on a residential lot owned by the borrower, or a relative of the borrower
based on accommodation of mortgage;
4. Home improvement on the house owned by the borrower, i.e. any alteration in an existing residential unit intended by the
borrower to be a permanent integral part thereof, which will enhance its durability and material value;
5. Refinancing of an existing housing loan with an institution acceptable to the Fund, provided that, the account is updated at
least one (1) year old upon application as supported by the borrowers official receipts or by a Statement of Account issued by
the financing institution signed by the Manager or Account Officer.
6. Combination of loan purposes, which shall be limited to the following:

* Purchase of a fully developed lot not exceeding 1,000 square meters and construction of a residential unit thereon;
* Purchase of a residential unit, whether old or new, with home improvement;
* Refinancing of an existing mortgage with home improvement;
* Refinancing of an existing mortgage, specifically a lot loan, with construction of a residential unit thereon.
7. Combination of loan purposes plus cost of transfer of title, which shall be limited to the following:
* Purchase of residential unit and transfer of title in favor of the retail borrower;
* Purchase of a residential unit with home improvement, and transfer of title in favor of the retail borrower;
* Purchase of residential lot and transfer of title in favor of the retail borrower;
* Purchase of residential lot with house construction, and transfer of title in favor of retail borrower.
Two (2) modes of applying for a Pag-IBIG housing loan:
Developer-Assisted - the developer assists the member in his/her housing loan application.
Retail - the member applies directly to the Fund.
ELIGIBILITY REQUIREMENTS
To qualify for a Pag-IBIG housing loan, a member shall satisfy the following requirements:
1. On Pag-IBIG Membership
- Must be a member under Pag-IBIG I Membership Program for at least twenty-four (24) months, as evidenced by the
remittance of at least 24 membership savings (MS) at the time of loan application.
- A new member who wishes to apply for a housing loan shall be required to pay in lump sum the required 24 MS.
Similarly, a member with less than 24 MS may pay his MS for the lacking months. For both cases, the lump sum
payment shall be based on MS that correspond to the loan amount applied for.
- Pag-IBIG Overseas Program (POP) MS of Overseas Filipino Workers (OFWs) who are Pag-IBIG I members shall be
considered in counting the total number of MS for availment of housing loans.
2. Not more than sixty-five (65) years old at the date of loan application and must be insurable; and not more than
seventy (70) years old at loan maturity;
3. Has the legal capacity to acquire and encumber real property;
4. Has passed satisfactory background/credit and employment/business checks of Pag-IBIG Fund;
5. If with existing Pag-IBIG housing account, either as principal or co-borrower, said loan must be updated.
6. Has no outstanding Pag-IBIG short-term loan in arrears at the time of loan application.
7. Had no Pag-IBIG housing account that was foreclosed, cancelled, bought back due to default, or subjected to dacion
en pago.
How to get a PAG-IBIG housing loan

Not everyone knows it but a Pag-IBIG housing loan may be used to finance not just the purchase of a brand-new property but
also the following:
Purchase of a fully developed residential lot or adjoining lots not exceeding 1,000 square meters;
Purchase of a residential house and lot, townhouse, or condominium unit; or

Construction or completion of a residential unit on a lot owned by the member.
Process Flow of Housing Loan Availment in Pag-IBIG Fund
1. Submit requirements to office

2. Check by documentation department
3. Send to Pag-IBIG Housing Loan
4. Waiting for notice of approval
5. Registry of deed annotation of title
6. Inspection of the house by Pag-IBIG representative
7. Notice of approval compliance/final review
8. Take out/schedule of payments
Who are eligible to apply for a Pag-IBIG housing loan?
Filipinos who satisfy the following requirements may avail of a Pag-IBIG housing loan:
- Must have remitted 24 monthly contributions under the Pag-IBIG I Membership Program. New members may pay
the 24 monthly membership contributions in lump sum, corresponding to the loan amount applied for;
- Not more than 65 years old;
- Has no outstanding Pag-IBIG housing loan;
- Has no outstanding multi-purpose loan in arrears;
- Had no Pag-IBIG housing loan that was foreclosed, cancelled, bought back due to default or subjected to Dacion en
Pago.
The amount of loan, the loan interest rate, and other specific requirements may differ depending on the type of loan the
member wishes to avail. There are currently two types of housing loans offered by Pag-IBIG: the Affordable Housing Program
and the End-User Financing Program.
*What is the Affordable Housing Program?
The Affordable Housing Program is for minimum wage earners or those whose gross monthly income does not exceed
P17,500. Borrowers may loan up to P750,000, with interest rates of 4.5% or 6.5% in the first ten years of the loan,
depending on the gross monthly income of the borrower.
*What is the End-User Financing Program?
The other housing loan program of Pag-IBIG, called the End-user Financing (EUF) Program, is for those wishing to
borrow higher amounts, up to P6 million. The annual interest rate depends on the fixing period chosen by the
borrower.
How long is the repayment term?
The maximum repayment period for a Pag-IBIG loan is thirty (30) years.
What is the Processing Time?
The regular processing time for a housing loan application is sixteen (16) working days, provided the borrower has submitted
all the necessary requirements.
How do I apply for a Pag-IBIG home loan?
Step 1. Get a Housing Loan Application Form and Checklist of Requirements from any Pag-IBIG office nationwide or at their
official website at www.pagibigfund.gov.ph
Step 2. Submit the accomplished Application Form together with the complete requirements to the Pag-IBIG office whose
jurisdiction covers the property subject of the loan. Pay the partial processing fee of P1,000. You may also file your application
online via www.pagibigfund.gov.ph (click E-Services). The processing of application is 16 working days, provided that all
required documents are submitted on time and without issues.
Step 3. Upon receipt of the Notice of Approval (NOA)/Letter of Guaranty (LOG), sign the loan documents.
Step 4. Accomplish the NOA requirements for check release.
Step 5. Receive the loan proceeds from Pag-IBIG. (The check payee is either the borrower, seller, or a third party to which the
loan proceeds are assigned to be released). Bring two (2) valid IDs and twelve (12) Post-Dated Checks (if payment is not
through Salary Deduction).
Step 6. Payment of monthly amortization starts one (1) month from Check Date.
Pag-IBIG Housing Loan Application Process
1. Get a checklist of requirements.
The checklist of requirements depends on the purpose of the loan. You may get your checklist online, or at the Servicing
Department, 2nd floor, JELP Business Solutions Building, Shaw Boulevard, Mandaluyong City (for NCR account) or any
provincial branch office (for provincial accounts).
Basic requirements include:
- Housing Loan Application (HLA) form, with recent ID photo of borrower and co-borrower (if applicable);
- Proof of income;
- 1 valid ID of principal borrower and spouse, co-Borrower and spouse;
- Transfer Certificate of Title (certified true copy);
- For condominium unit, Transfer Certificate of Title of the land and Condominium Certificate of Title (certified true
copy);
- Updated tax declaration (house and lot) and updated real estate tax receipt;
- Contract-to-Sell or similar agreement between the buyer and seller; and
- Vicinity map/sketch of the property.
Borrowers over 60 years old and members availing of P2-million to P6-million loans also need to submit a health statement
form (medical questionnaire).
2. Submit your HLA and other forms and pay the processing fee of P1,000.
You may submit your HLA with complete requirements at the Pag-IBIG Funds main branch and provincial offices. You may
also file your housing loan application online. Upon submission of all requirements, you also need to pay a non-refundable
processing fee of P1,000.
3. Wait for your Notice of Approval (NOA)/Letter of Guaranty (LOG) and sign your loan documents.
The NOA will be released only to the borrower or, for OFW borrowers, to the attorney-in-fact. If an application is not
approved, the borrower will receive a Notice of Disapproval instead. Upon receipt of your NOA, sign your loan documents and
submit within 90 days.
4. Submit all your NOA requirements to Pag-IBIG Fund for the release of your check.
You have 90 calendar days to accomplish all your NOA requirements, which include going to the following:
- Bureau of Internal Revenue for payment of capital gains tax and documentary stamps;
- Local government unit for payment of transfer tax and transfer of tax declaration; and
- Registry of Deeds for transfer of the title and annotation of mortgage.
5. Receive your loan proceeds.
To get your loan proceeds at the Pag-IBIG Fund, you need to bring at least 2 valid IDs and show the following documents:
- Transfer Certificate of Title/Condominium Certificate of Title in the name of the borrower/co-borrower/s (if
applicable) with mortgage annotation;
- Updated tax declaration (house and lot) and tax real estate tax receipt in the name of the borrower/co-borrower/s (if
applicable);
- Deed of Absolute Sale with original stamp from the Registry of Deeds;
- Occupancy permit (secured from LGU Engineering Office, if applicable); and
- Assignment of loan proceeds.
If you will not be paying your loan through salary deduction, you also need to bring 12 postdated checks.
6. Start your monthly amortization payments.
Youve already had an idea on how much your monthly amortization payment will be using Pag-IBIGs housing loan
affordability calculator earlier, right? So you should be ready to pay that amount promptly. You wouldnt want to face the risk
of having your housing loan cancelled or foreclosed.
Short-term Loan Availment Programs:
Multi-Purpose Loan Program (MPL)
This program aims to provide financial assistance to Pag-IBIG members for house repair, minor home improvement, home
enhancement, tuition or educational expenses, health and wellness, livelihood; or other purposes.
Borrower Eligibility
1. Has made at least twenty-four (24) monthly membership savings (MS).
A member who has withdrawn his MS due to membership maturity or who has optionally withdrawn his
MS, cannot obtain an MPL unless and after he has subsequently paid 24 MS following the month of said
withdrawal.
A member who does not meet the required 24 MS may nevertheless, be allowed to avail of an MPL if his
total savings is at least equivalent to 24 MS, at the rate applicable to him.
2. Has made at least one (1) MS within the last six (6) months prior to the date of loan application;
3. If with existing Pag-IBIG Housing Loan, the account must not be in default as of date of application;
4. If with existing MPL and/or Calamity Loan, the account/s must not be in default as of date of application; and
5. Submission of sufficient proof of income.
Loan Amount
A qualified Pag-IBIG member shall be allowed to borrow an amount based on the lowest of the following:
desired loan amount, loan entitlement, capacity-to-pay.
1. Loan Entitlement
Equivalent to 80% of Total Accumulated Value (TAV).
However, if the borrower has an existing calamity loan, the loanable amount shall be the difference
between the eighty percent (80%) of the borrowers TAV and the outstanding balance of his calamity
loan.
2. Capacity to Pay
The loanable amount shall be limited to an amount which will not render the borrowers Net Take
Home Pay (NTHP) to fall below the minimum requirement as prescribed by the General Appropriations Act
(GAA) or company policy, whichever is applicable.
Interest Rate
The loan shall be charged with an interest based on the prevailing guidelines of the program.
Loan Term
A maximum period of twenty-four (24) months, with a grace period of two (2) months.
Loan Renewal
After payment of at least six (6) monthly amortizations.
The proceeds of the new loan shall be applied to the borrowers outstanding MPL obligation and the net
proceeds shall then be released to the borrower.
In case of full payment prior to loan maturity, a borrower shall be allowed to apply for a new loan anytime.
Calamity Loan Program
This program aims to provide financial assistance to Pag-IBIG member-victims in calamity-stricken areas, as declared
by the Office of the President or the Sangguniang Bayan.
Borrower Eligibility
1. Has made at least twenty-four (24) monthly membership savings (MS).
A member who has withdrawn his MS due to membership maturity or who has optionally withdrawn
his MS, cannot obtain an MPL unless and after he has subsequently paid 24 MS following the month
of said withdrawal.
A member who does not meet the required 24 MS may nevertheless, be allowed to avail of an MPL if
his total savings is at least equivalent to 24 MS, at the rate applicable to him.
2. Has made at least one (1) MS for the last six (6) months prior to date of loan application.
3. If with existing Pag-IBIG Housing Loan, the account must not be in default as of date of loan application;
4. If with existing MPL and/or Calamity Loan, the account must not be in default as of date of loan application;
5. Is a resident of the area which is declared calamity-stricken; and
6. Submission of sufficient proof of income.
Availment Period
The Pag-IBIG member-victim must avail himself of the Pag-IBIG calamity loan within a period of ninety (90) days from
the declaration of calamity.
Loan Amount
A qualified Pag-IBIG member shall be allowed to borrow an amount based on the lowest of the following: desired loan
amount, loan entitlement, capacity-to-pay.
1. Loan Entitlement
Equivalent to 80% of Total Accumulated Value (TAV).

However, if the borrower has an existing MPL, the loanable amount shall be the difference between
the eighty percent (80%) of the borrowers TAV and the outstanding balance of his MPL.
2. Capacity to Pay
The loanable amount shall be limited to an amount which will not render the borrowers Net Take Home Pay
(NTHP) to fall below the minimum requirement as prescribed by the General Appropriations Act (GAA) or
company policy, whichever is applicable.
Interest Rate
The loan shall be charge an interest rate of 5.95% for the entire duration for the entire duration including the grace
period.
Loan Term
The loan shall be amortized over a period of twenty-four (24) months with a grace period of three (3) months.
Loan Renewal
Should another calamity occur in the same area, a borrower may renew his calamity loan anytime. The outstanding
balance of his existing loan, together with any accrued interests, penalties and charges, shall be deducted from the proceeds
of the new loan.
OTHER LOAN PROVISIONS
1. The MPL and Calamity Loan shall be treated as separate and distinct from each other. Hence, the member shall be allowed
to avail of an MPL while he still has an outstanding Calamity Loan and vice versa. In no case, however, shall the aggregate
Short-Term Loan exceed 80% of the borrowers TAV.
2. For borrowers with existing Calamity Loan at the time of availment of MPL or vice versa, the outstanding loan balance of
Calamity Loan shall not be deducted from the proceeds of the MPL.
ADDITIONAL REQUIREMENTS FOR CALAMITY LOAN (Applicable to Members Affected by El Nio Phenomenon only)
1. For farmers, including landlords, fisher folks and livestock farmers, - Certification from the Municipal Agricultural Office
(MAO) that their products were damaged/killed due to the calamity.
2. For business owners/market vendors, - Certification from the Market Vendors Association or certification from the
Municipal Mayor (if not member of the association) attesting that he is engaged in the selling of farm products, vegetable,
meat, fish and that his source of livelihood was affected by the calamity.
3. For Pag-IBIG members or any of his immediate family members afflicted by diseases such as diarrhea, cholera, skin diseases,
paralytic shellfish poisoning (red tide bloom), heat cramps, heat exhaustion, heat stroke, chickenpox, measles and
hypertension, - A Medical Certificate from the Doctor stating that such disease/illness is brought by the onset of calamity.
Steps on How to Apply for a Pag-IBIG Housing Loan (End-user Financing)

1. Attend a loan counseling session at the Pag-IBIG office and accomplish a Preliminary Loan Counseling Questionnaire,
Housing Loan Application (HLA) and Membership Status Verification Slip (MSVS). If eligible secure Checklist of
Requirements (COR) (requirements would depend on the loan purpose).
2. Submit HLA with complete requirements, and pay the processing fee of P1,000 (non-refundable).
3. Receive Notice of Loan Approval/Letter of Guaranty and sign loan documents.
4. Proceed to the foll

of Deeds for transfer of the title and annotation of mortgage
5. Submit the following documents to Pag-IBIG for the release of loan proceeds:
Original Transfer Certificate of Title (TCT) in the name of the applicant with annotated mortgage
DOAS with original RD stamp
New Tax Declaration in the name of the applicant
Updated Real Estate Tax Receipt (for house and lot, if applicable)
Occupancy Permit (secured from LGU Engineering Office, if applicable)
Assignment of Loan Proceeds
6. Pay the first monthly amortization on the month immediately following the loan take-out/final loan release.
National Home Mortgage Finance Corporation (NHMFC)
The NHMFC was created in 1977 by virtue of Presidential Decree 1267 that gave it the mandate to
develop and operate a secondary market for home mortgages. This mandate was patterned after the
United States (U.S.) Fannie Mae and Freddie Mac that back then were considered the models for home
finance securitization. The NHMFC was operating relatively well before 1984 in performing its mandate
of buying home mortgages originated by private financial institutions and eventually selling them to the
public as Housing Participation Certificates.
Charted in 1979 as a secondary mortgage market institution and recapitalized by EO 90 to operate a viable home
mortgage market utilizing long-term funds principally provided by the support agencies. In 2004, the Social Housing Finance
Corporation (SHFC), a wholly-owned subsidiary of NHMFC, was established to develop and administer social housing finance
programs for low-income formal and informal households;
Programs and Services:
Housing Loan Receivables Purchase Program (HLRPP) is an alternative venue for housing developers, banks, Local
Government Units, cooperatives, and other financial institutions with housing programs to sell qualified housing receivables
directly to NHMFC.
Purpose(s):
Provide liquidity to the housing sector through securitization of mortgages/assets.
Promote stability to the housing finance system through participation in the capital market.
Establish an efficient and effective organization with a professional workforce utilizing best practices.
Maintain efficiency in operation and efficacy in financial management to ensure sustainability of its
programs.
Manage its subsidiaries efficiently and effectively.
Reverse Mortgage Program (RMP) is a financial product which specifically caters to Senior Citizens where senior citizens can
convert a portion of their home equity into cash to address their needs. People who are entitled to avail are homeowners who
are 60 years old and above.
e-Payment Service for Juan & Juana a method of paying monthly amortization through a cellphone.
Social Housing Finance Corporation (SHFC)
This was created through Executive Order No. 272. The SHFC shall be the lead government agency to
undertake social housing programs that will cater to the formal and informal sectors in the low-income
bracket and shall take charge of developing and administering social housing program schemes,
particularly the Community Mortgage Program (CMP) and the Abot Kaya Pabahay Fund (AKPF) Program
(amortization support program and development financing program).
Executive Order No. 272 (E.O.272) it directs the transfer of the Community Mortgage Program (CMP), Abot Kaya Pabahay
Fund (AKPF) Program, and other social housing powers and functions of the National Home Mortgage Finance Corporation
tothe SHFC.
Programs and Services:
Localized Community Mortgage Program (LCMP) is a modified community mortgage program which extends financial
assistance for the acquisition of the land occupied by the constituents of the local government unit or the land where they will
be relocated through the concept of community ownership, with the land primarily mortgaged to SHFC.
Community Mortgage Program (CMP) is a mortgage financing program which assists legally organized associations of
residents of blighted or depressed areas to own the lots they occupy, providing them security of tenure and eventually
improve their neighborhood and homes to the extent of their affordability.
The CMP aims to improve the living conditions of homeless and underprivileged citizens by providing them affordable
financing with which they can secure tenure on the land they occupy.
Abot-Kaya Pabahay Fund Developmental Loan Program (AKPF - DLP) aims to provide low-income families in key urban
areas affordable houses by financing site development/improvements and house/building construction in CMP and other
socialized housing projects.
Loan purpose(s):
1. Site upgrading/development and housing construction for eligible CMP projects as compliance to balanced housing
requirements under Section 18 of RA 7279.
2. LGU sponsored housing projects where end-user financing shall be provided either through CMP/LCMP or the High Density
Housing (HDH) Program.
3. Site development and/or construction of high density housing units for the HDH Program.
4. Small scale inner city housing projects providing house and lot packages for socialized housing borrowers with assured end-
user financing either through CMP/LCMP or the HDH program. Banks ROPOA, foreclosed/idle properties of pension funds like
SSS, GSIS as well as those of other institutions provided there is end-user financing through the afore-cited facilities.
LOAN AMOUNT
The maximum loanable amounts shall be as follows: (a) P15 million for projects covered by CMP and LCMP; and (b) P75 million
for projects under the HDH Program.
INTEREST RATE/LOAN MATURITY Interest Rate - Interest rate shall be at six percent (6%) per annum.
OTHER AGENCIES OFFERING HOUSING LOAN
Social Security System (SSS)
The SSS is a social security program designed for Filipino citizens who are of age and work in
the private sector. The loans offered by the institution include salary loans, business loans,
and of course, housing loans. At present, the programs housing loans come in four types, all
of which are currently offered at a maximum of Php2 million.
A. Direct Housing Loan Facility for Workers Organization Members
This type of loan is designed to provide socialized and low-cost housing to members of workers organization
members that are duly accredited and registered with the Department of Labor and Employment, the Securities and Exchange
Commission, or the Cooperative Development Authority. Workers organizations include any trade union center, federation,
national union, local/chapter or independent union as defined in Book V of the Labor Code of the Philippines.
B. Direct Housing Loan Facility for Overseas Filipino Workers
This SSS housing loan variant is designed to support the governments shelter program, which was made to provide
socialized and low cost housing to overseas Filipino workers (OFW). An OFW is eligible to apply for the housing loan if he or
she:
Is currently deployed with a contract processed through the Philippine Overseas Employment Authority (POEA) or
authenticated by the Embassy abroad
Has employment contracts awaiting renewal/deployment (release of loan shall be made upon renewal/employment)
Is a Filipino national who is now a citizen or immigrant of a foreign country, but is interested in buying a home for
family who are still based in the Philippines
Is an OFW with long-term residence abroad that wishes to avail of housing packages either for their retirement, for
when they visit the Philippines, and/or for their extended family
C. House Repair or Improvement Loan
As its name implies, this loan is geared toward home repair or improvement, particularly for dilapidated and
structurally unsafe housing units. This loan available directly from the SSS or via its accredited participating financial
institutions (PFI). Subject to change, the following are PFIs currently listed on the official SSS website:
BDO Unibank, Inc.

Development Bank of the Philippines
Land Bank of the Philippines
Philippine National Bank
Philippine Veterans Bank
Planters Development Bank
D. Assumption of Mortgage
This loan allows SSS members of good standing to assume the updated principal balance of an existing SSS loan. For eligibility,
the principal borrower must meet the following qualifications:
He or she must be an SSS member of SSS with at least 36 months contribution made, 24 of which were made
consecutively in a period prior to applying
He or she is no more than 60 years old at the time of application
He or she was not previously granted an SSS housing loan
He or she has not been granted final SSS benefits
The applicant and his or her spouse are current in the payment of any other SSS loans
Government Service Insurance System (GSIS)
Created by way of Commonwealth Act No. 186 that was passed in 1936, and later on
amended under Republic Act No. 8291 in 1997, the Government Service Insurance System
(GSIS) is a social security system for government employees. It insures members against
particular contingencies in exchange for their monthly contributions.
The institution does not directly offer housing loans as it did in the past, and is presently
focused on compulsory life insurance, optional life insurance, retirement benefits, disability benefits for work-related
contingencies, and death benefits for its government-worker members. However, it does offer housing loan products via
these two means.
A. GSIS Family Bank Home Loans
GSIS previously offer housing loans in a private capacity, via the GSIS Family Bank. GSIS currently owns a 99.6 percent stake in
the bank, and through it offered housing loans to individual/single proprietors, employed individuals, OFWs, and partnerships
and corporations.
However, as of May 2016, the Monetary Board has made GSIS Family Bank cease its loan operations and placed it under the
custody of Philippine Deposit Insurance Corp. due to its deemed unsound financial condition. Since the closing by the policy-
making body of Bangko Sentral ng Pilipinas, GSIS Bank has been placed as for sale by the Philippine government in a bid to
attract new investors who will rehabilitate the thrift bank.
B. Home Loans via PAG-IBIG
As GSIS decided to wind down its direct lending program due to lackluster housing performance of the pension fund, it
decided to instead forge partnerships with key shelter agencies (KSA), which has the proven expertise on home lending. No
KSA is more widely recognized than the Pag-IBIG fund, and GSIS signed a credit facility agreement and provided an initial
allocation of Php5 billion to finance the housing loans of GSIS members and pensioners.
POSTBANK
The Philippine Postal Savings Bank or Postbank is a government-owned thrift bank that aims to reach Filipinos who
are living in unbanked communities and rural areas. Aside from encouraging Filipinos to save, it also provides financial help
and loans. Loans include LGU loans, commercial loans, and consumer loans.
One of their consumer loans is the housing loan. The maximum loanable value depends on the purpose of the loan.
Qualified borrowers can avail themselves a maximum loan term of 20 years, provided that they are employed or self-
employed, have been residing in their present address for at least five years, the propertys monthly amortization does not
exceed 50% of their monthly net income, and they will not be over 65 years old by the time the loan is fully paid.
Requirements for the employed applicants are their income tax return, certificate of employment and salary, or latest payslip.
Applicants who are self-employed need to submit their financial statements for the past three years, certificate of business
registration with the Securities and Exchange Commission (SEC), and articles of incorporation and by-laws.
LANDBANK
The Land Bank of the Philippines is a government financial institution that strikes a balance in fulfilling its social
mandate of promoting countryside development while remaining financially viable.
This dual function makes LANDBANK unique. The profits derived from its commercial banking operations are used to
finance the Bank's developmental programs and initiatives.
From its initial role as the financing arm of the agrarian reform, LANDBANK has evolved into a full-service commercial bank.
But the essence of its existence has not changed at all - and that is to make the countryside continuously throb with life.
Housing Programs
LBP Pabahay Program

Bahay para sa Bagong Bayani
CFIs Home Lending Program
LBP Easy Home Loan Program
LBP-NHA Cooperative Pabahay Program
LBP Pabahay Program
RATIONALE
As part of the Bank's social mission, LANDBANK launches a program that allocates a housing fund for the purpose of lending to
eligible borrowers particularly the homeless Filipino families.
OBJECTIVES
1. To establish a comprehensive basis for providing home financing to end-buyers.

2. To ensure an efficient collection system.
HOW TO APPLY
Socialized housing applications shall be filed in batches to the nearest LBP Lending Unit, by Registered developers or local
government units/agencies/corporations wherein collection scheme must be thru payroll deduction with the conforme of the
employer.
Open housing applications shall be filed individually or in batches to the nearest LBP Lending Unit, wherein collection scheme
may be thru any of the following manner: (a) thru payroll deduction, (b) issuance of post dated checks or (c) debit system.
Bahay para sa Bagong Bayani (3B) Program
To improve the living condition of Overseas Filipinos (OF) through the provision of shelter or
improvement and renovation on their future or existing abode at relaxed and flexible terms.
Eligible Holding a live contract from employer;

Borrowers Filipino citizens;
At least 21 years old and not more than 65 years old upon maturity of the
loan;
Clear of adverse credit findings with other creditors
Eligible Loan Purchase of residential lot, house and lot, and residential unit like
Purposes condominium and townhouse;
Construction, improvement or renovation of existing residential unit owned
by the OF; and
Refinancing or assumption of existing mortgage loan of the OF
Loan Amount Loan amount shall be the lowest of the paying capacity of the OF or
loan value of collateral with loan value of 80%;
Construction, improvement or renovation of existing residential
unit owned by the OF
Interest Rate Prevailing LANDBANK interest rate on Housing Loan, either fixed for 5, 10,
15, 20 years subject to annual repricing.
Project Cost LANDBANK up to 80%

Financing Borrower OFW minimum of 20%
Tenor The loan shall have maximum tenors as follows:
Twenty (20) years, for OF with co-borrower; or

Fifteen (15) years, for OF without a co-borrower
Collateral Primarily, the object of financing, or separate prime property, if

warranted;
Other collateral that may be accepted, in addition to the object of
financing:
o Hold-out on deposit; and/or
o Agrarian Reform Bonds
CFIs Home Lending Program (CHLP)
Rationale In line with our commitment in the implementation of the Multi Window
Lending System (MWLS), LANDBANK offers a conduit financing scheme that
shall cater to the mass housing needs of LBP's mandated countryside clients.
The facility aims to provide CFIs with a credit fund for the housing loan
requirements of their borrowers.
Eligible Rural Banks (RBs)

Borrowers Cooperative Banks (CBs)
Thrift Banks (TBs) except those TBs owned by / affiliated with
Commercial Banks (KBs)
Stock Savings and Loan Associations (SSLAs)
Savings and Mortgage Banks (SMBs)
Private Development Banks (PDBs)
How to Apply
All eligible borrowers shall file their accreditation and loan applications to the
nearest LBP lending center /CFI Account Officer.
Accreditation The criteria for accreditation of a countryside financial institution as a lending

Criteria window shall be as follows:
Net worth to Risk Asset (RAR) must be at least 12% (net of CFI's
deposit with LANDBANK);
Net Past Due Ratio (PDR) must not be higher than 25%;
Profitable operations for the last three years preceding the availment
of the line;
BSP capitalization requirement must be met;
Adequate reserves for the four (4) weeks period preceding application;
Operations conform substantially with the policies and guidelines of
BSP;
Must provide sufficient manpower competent to handle the program;
Must agree to use standard mortgage documents and forms as
prescribed by LBP;
No adverse findings on owners/key management and no major
dispute among owners/management;
Must be Registered with any program of LANDBANK;
Must have at least ten (10) prospective eligible sub-borrowers or a
minimum aggregate project cost of P1,000,000.00.
Eligible Sub- Members of good and active standing of the SSS, GSIS or HDMF
borrowers
The sub-borrower must secure a Certificate of Loan Eligibility (CLE)
from the SSS / GSIS which must be valid at the time of filing of the loan
application; and HDMF's duly notarised Affidavit certifying that the
borrower has no existing housing loan with said agency.
The sub-borrower has not availed of any housing loan from any of the
three funding institutions and/or Registered lending window under the
UHLP, either as a principal or as a co-obligor except for the purpose of
residential lot purchase only. When a co-obligor has been relieved of
responsibilities as co-obligor, he/she shall be qualified as a principal
borrower under this program;
The sub-borrower must have no any pending case in the court and / or
adverse credit findings; and
Income requirement:
o Gross family income of above P10,000.00
o Minimum net take home pay of P2,000.00 (General
Appropriation Act) after statutory deduction and debt-
servicing/long term loan.
Interest rate LBP Funds
13% p.a. for loans P 181,000 to P500,000 with annual repricing based
on EASY Home Loan (EHL) posted rate
EHL posted rate for loans above P 500,000 with annual repricing.
Penalty rate Twenty-four (24%) percent p.a. based on the total monthly amortization and
other loan obligation due
HGC Guaranty Cash and Bond guaranty on the outstanding principal balance of the
guaranteed loan plus interest thereon at 8.5% to 11% depending on the loan
amount.
NON-GOVERNMENT ORGANIZATIONS THAT HELPED
HAIYAN VICTIMS BUILD HOUSES
ABS-CBN Lingkod Kapamilya Foundation Inc.
Is the non-stock, non-profit socio-civic organization of ABS-CBN that

facilitates social programs and outreach to the public, Initially, the organization's
primary responsibilities were to generate welfare funds by broadcasting the plight of
those in need of assistance and ensuring the proper allocation and utilization of
solicited help.
In November 2013, ABS-CBN Foundation Inc. was renamed as ABS-CBN
Lingkod Kapamilya Foundation Inc. in part of their 25th silver anniversary, the
following year, coinciding with the onslaught of Typhoon Yolanda (Haiyan). ALKFI was
one of the trusted institutions who helped for the rehabilitation, recovery and
rebuilding of the affected areas struck by the Typhoon.
ALKFI licensed to operate as a done institution by both Department of Social
Welfare and Development and Philippine Council of NGO Certification.
Core Principles
Operation Sagip believes in participative development of a family-friendly
community
Sagip fosters strong partnership and shared responsibility with all stakeholders
Operation Sagip adheres to an efficient and responsible stewardship of entrusted resources
Operation Sagip encourages spirit of volunteerism and sense of community among Filipinos worldwide
Overview
Southville 7 is regarded as a model resettlement site in the Philippines. Its success is mainly because of multisector and
multistakeholder efforts led by the National Housing Authority (NHA) and ABS-CBN Lingkod Kapamilya Foundation, Inc. (ALKFI).
For a long time, Southville 7 in Calauan, a second-class municipality in Laguna province, was one of NHA's more challenging
resettlement areas. Nestled between Laguna de Bay and Mount Kalisungan about 75 kilometers south of Metro Manila,
Southville 7 is home to about 5,000 families.
Framework: 12 Steps that Made the Southville 7 Experience a Success

STEP 1: Prepare a Conceptual Plan
Initiate consultations to identify the problem and propose solutions.
Conduct background research.
Clearly define the project context. In the Philippines, the relocation site must be climate changeready.
STEP 2: Conduct Stakeholder Analysis
Select a proponent and clarify expectations together.
Identify stakeholder strengths and expertise.
Map stakeholder dynamics and relationships.
Prepare a stakeholder analysis to build trust among stakeholders.
STEP 3: Set Goals and Objectives
Hold participatory consultative meetings with stakeholders to set project goals, keeping in mind how these would help
target beneficiaries.
Objectives should be SMART: specific, measurable, achievable, relevant, and time-bound.
STEP 4: Identify Project Components
Assess needs to determine the infrastructure and basic utilities required.
Consult potential partners to determine services that can be delivered.
A big project with a big scope, like Southville 7, includes infrastructure and livelihood development, microcredit, and
capacity building.
STEP 5: Develop an Action Plan
Map activities on a weekly, monthly, or annual basis with a clear start and end date.
Consult with donors and partners to ensure commitments are delivered on time.
Identify all linked activities, i.e., those that must be done before the next activity can be started.
STEP 6: Engage Target Beneficiaries
Involve beneficiaries in project planning. Share information and discuss issues related to the relocation.
Ensure coordination between sending and receiving local government units.
A database of relocated families and key data help keep information accessible.
STEP 7: Prepare Site for Resettlement
Make an inventory of available housing units and their condition.
Check water, sanitation, and electricity connections.
Do site inspections before physical relocation starts and ask the receiving local government unit to assist as needed.
STEP 8: Design a Financial Plan
Identify project cost requirements, including management costs.
Calculate maintenance expenses.
Take into account all cash and in-kind contributions.
Include support for regular coordination among stakeholders, as well as bigger information sharing events like
community assemblies and conferences.
STEP 9: Coordinate
Set up an oversight entity to coordinate regularly with stakeholders and agencies and to monitor and discuss issues.
Hold regular meetings to get feedback of community members.
Make membership inclusive and participatory so that all stakeholders, including community organizations, are given a
voice.
STEP 10: Ensure Good Communications
Design a communications plan, including a feedback mechanism for community members.
Establish ways to meet stakeholders face to face regularly.
Communications channels keep the partnership transparent, dynamic, and collaborative.
Communications also play a key role in promoting project ownership.
STEP 11: Monitor and Evaluate
Set baselines, targets, and indicators to measure project success.
Conduct surveys to track progress.
Report as agreed with partners and assess partnerships regularly.
Satisfaction surveys are one way to track program effectiveness. Consider regular reports of key indicators and
milestones and tracking worksheets.
STEP 12: Ensure Knowledge Transfer
Decide how to share challenges, successes, lessons, and innovations from the project to all stakeholders.
Seek advice from others with experience.
Schools Rehabilitation after Typhoon Yolanda Haiyan
Catholic Relief Services
Catholic Relief Services was founded in 1943 by the Catholic Bishops of

the United States to serve World War II survivors in Europe. Since then, we have
expanded in size to reach more than 120 million people in more than 100
countries on five continents.
Response to typhoon Haiyan Victims
Over the last two years, USAID and CRS have worked in partnership with local officials to help restore normalcy and
provide shelter to 3,275 families in 24 of Taclobans coastal barangays.
Others received repair kits for their damaged homes, including materials to build new roofs.
and installed more than 1,000 toilets, trained over 3,000 individuals in hygiene promotion and restored access to safe
water for over 200 families in the city.
USAID and CRS also trained 4,000 people in evacuation drills and initiated the planting of 5,000 square meters of
mangroves, to help the city become more resilient to the impact of typhoons and other natural disasters.
PLANNING AND IMPLEMENTATION

Partnership
CRS partnered with local government units, or LGUs, and local leaders to respond to the emergency, in particular the
Dioceses of Tagbilaran and Talibon, which provided additional labor and covered labor costs. CRS also collaborated with
First Consolidated Bank, which provided greater access to cash and financial services to CRS beneficiaries.
Beneficiary selection
CRS coordinated with LGUs and barangay (village) officials to compile a list of beneficiary households that would receive
support. Community members nominated beneficiaries according to agreed-upon criteria, which included coping capacity
and vulnerability.
Value of cash grant

The intention was for each cash grant to cover 70 percent of the cost of rebuilding or repairing a shelter, with the remainder
contributed by the beneficiary or salvaged from the old shelter. Each beneficiary household with up to six members received
a cash grant amounting to US$590 (27,000 PHP) to build an 18m shelter. Households with seven or more members received
a cash grant of US$691 (32,000 PHP) to construct a 24m shelter. In all, 671 households received US$590 and 199
households received US$691.
Cash disbursement occurred in two installments. Households received the first installment of US$328 (15,000 PHP)
following an initial orientation on recommended disaster-resilient shelter design. Households were also required to gather
the material required to start construction of the basic structure. Once CRS shelter engineers confirmed that families had
completed the shelter framing, they were eligible to receive the second installment of US$262 (12,000 PHP).
Cash distribution
FCB distributed the cash using various services including ATMs and direct over-the-counter paymentsto beneficiaries
in any of its 22 operational branches within the province of Bohol. Most CRS beneficiaries used the FCB debit card called
PITAKard, which did not require an opening balance and also bore interest.
Technical assistance
CRS conducted a technical orientation during pre-construction meetings with beneficiaries to ensure that shelters were
compliant with Sphere standards and constructed in a safe, adequate and durable manner
Protection and security

CRS established an anonymous feedback hotlineoperated by monitoring and evaluation staff to ensure the recording
of issues without biasfor beneficiaries, and publicized it widely in the community throughout the program.
Information and Communications Technology

CRS used information and communications technology, such as iPad mini devices and iForms software to collect and manage
registration and project monitoring data.
CRS Emergency Response Typhoon Haiyan
SUMMARY
Shelter and non-food item support in the provinces of Leyte and Samar
In cooperation with Catholic Relief Services (CRS), we will provide 7,100 families (35,500 people) with non-food items
kits and 5,000 of these families with emergency shelter materials, in the provinces of Leyte and Samar, Eastern Visayas Region,
who have been displaced due to extreme winds, heavy rain, and storm surges following Typhoon Haiyan.
INITIAL SITUATION
Catholic Relief Services (CRS) and Cordaid are both members of the Caritas network and have a longtime relationship
in different countries. In the Philippines specifically, Cordaid has recently worked with CRS during the aftermath of the Luzon
typhoon, the Washi tropical storm and the Bopha typhoon.
GOALS
The aim is that families affected by super typhoon Haiyan meet their immediate, life-saving needs by effectively using
the distributed household items and shelter materials.
TARGET GROUP
CRS will focus its initial early response activities in areas where the damage is greatest, and where there are
demonstrated gaps in support to beneficiaries inside evacuation centers, camps, and/or in affected communities. This project
will target the provinces of Samar and Leyte. CRS may expand to additional areas as assessments continue and further
information is known, and will coordinate with other major agencies providing similar assistance to determine geographic areas
of focus.
PROJECT PLAN
This project is focused on providing basic needs.
Activities:
Non-food kits, with for example a mat, blankets, cuttleries, plastic plates, glasses, cooking pot and a flashlight), will be provided
to 7,100 families
Shelter kits, with for example a tarpaulin and nails and tools for fastening it to an A-frame, will be provided to 5,000 families
SUSTAINABILITY
CRS will work through local Catholic Church partner organizations with volunteers in each of the affected communities. Program
activities will work through local volunteers, associations, and local government officials to leverage local capacities and
leadership in managing the typhoon recovery.
By the end of the project, targeted families will have accessed critical supplies and materials and begun community clean-up.
At the outset and throughout the life of the project, CRS and its local partners will clearly communicate with communities about
the extent of work it intends to do in the community (i.e. provide emergency support to help households resume productive
lives and not necessarily full recovery of damaged or lost assets), to align expectations.
The CRS Typhoon Haiyan Integrated Shelter/WASH Recovery Program reached the needs of vulnerable
And affected communities in total of 146 barangays in 11 municipalities of Leyte and Eastern Samar.
Provided transitional shelter and toilets to over 90,000 people in the area, 51 percent female and 49 percent male.
In Tacloban City, CRS supported 3,300 households and in Eastern Samar 7,352 households with transitional shelters.
In Palo, CRS assisted 10,017 households with transitional shelters, 50 percent of the total target.
CRS supported 17,916 families (56,522 people) with toilets in 11 municipalities of Leyte and Eastern Samar.
Twenty-one percent of the individuals supported were
Vulnerable: either physically or intellectually disabled, elderly or children less than five years.
USAID-CRS Abucay Transitional Site in Tacloban City features 2-storey houses, and has 28 family beneficiaries.
These families were previously living in barangays 48-A, 52, and 54-A in the coastal zone along Old Road Sagkahan which
was declared a Danger Zone by the Philippine Government.
Caritas
The Church has worked alongside the poor throughout its history. In
1897, the first ever Caritas was founded in Germany. Out of the suffering of two
world wars the need for national Catholic humanitarian organizations is seen and
Caritas begins to grow in North America and Europe.
Response to Yolanda victims
Global Caritas network, with Australia's support, has provided more than 1 million people with essential food,
emergency shelter, health, hygiene and household kits, early livelihood recovery support, and psychosocial services.
They continue to support Philippines communities as they recover and rehabilitate:
Reconstructing and repairing homes with typhoon-resilient features such as improved design, strong materials, quality
workmanship and safer locations.
Improving access to safe, clean water and sanitary facilities.

Restoring and diversifying livelihoods.
Rehabilitating the local ecosystems.
Some examples of their work:
Livelihood support is helping farming families to re-establish their income and stability.
328 fishing families have received 105 fishing boats and motors,
17,918 farming families have received vegetable seeds and small garden tools, and 3,179 farming families have
received poultry birds.
Cash for work opportunities are providing thousands of people the opportunity to earn an income. In return for income, local
people are building emergency shelters and helping in the clean-up process.
Disaster risk reduction work to build greater resilience in communities should a natural disaster of this size and scale ever occur
again.
Advocating for people who are experiencing problems with issues such as land rights, identity documentation (which can
hamper access to assistance), family separation, labour exploitation, social exclusion, violence towards women, and human
trafficking.
UN- HABITAT
Is the United Nations programme working towards a better urban

future. Its mission is to promote socially and environmentally sustainable
human settlements development and the achievement of adequate shelter
for all.
Mandated by the UN General Assembly in 1978 to address the issues

of urban growth, it is a knowledgeable institution on urban development
processes, and understands the aspirations of cities and their residents.
For forty years, UN-Habitat has been working in human settlements
throughout the world, focusing on building a brighter future for villages, towns, and cities of all sizes. Because of these four
decades of extensive experience, from the highest levels of policy to a range of specific technical issues, UN-Habitat has gained
a unique and a universally acknowledged expertise in all things urban.
Goals and Strategies of UN-Habitat
UN-Habitat envisions well-planned, well-governed, and efficient cities and other human settlements, with adequate
housing, infrastructure, and universal access to employment and basic services such as water, energy, and sanitation. To achieve
these goals, derived from the Habitat Agenda of 1996, UN-Habitat has set itself a medium-term strategy approach for each
successive six-year period. The current strategic plan spans from 2014 to 2019. While every new strategic plan is in
continuity with the previous one, this approach allows for a better response to emerging urban trends such as new
demographic, environmental, economic, spatial, and social developments. It permits necessary readjustments to address
change and evolutions and creates opportunities to incorporate lessons learned.
Response to typhoon Yolanda victims
Rising from the wreckage of Super Typhoon Haiyan, 660 families finally completed the building of their houses and 54
community infrastructure projects in 28 communities in Capiz and Iloilo as the Post-Yolanda Support for Safer Homes
and Settlements project implemented by UN-Habitat came to a close last month.
The primary goal of the project was to capacitate Yolanda-affected communities in the two provinces as well as local
government units (LGUs) through a community-driven approach called Peoples Process, hinged on enabling a
community to champion its own recovery.
Initial target of 20 communities, 28 signed on for the project and the number of resilient core houses to be built was
raised from 610 to 660 due to augmentation funds from DSWD. The project was also able to find additional resources
from both local government and private entities, enough to raise the number of infrastructure projects from 20 to 54.
US-AID
USAID is the lead U.S. Government agency that works to end extreme global
poverty and enable resilient, democratic societies to realize their potential.
USAID Interventions across the Program Cycle
This section provides suggested guidance to support sustainable urban

service principles across USAIDs Program Cycle in strategic planning, project
design and implementation, and evaluation and monitoring. These components
are based on evidence, informed by continuous learning and adapting, and
focus on achieving results.
CDCS
Examine how urban growth trends will provide important opportunities to achieve development outcomes.
PROJECT DESIGN & IMPLEMENTATION
Incorporate financial system assessment and evaluation tools, especially through applying USAIDs Public Financial
Management Risk Assessment Framework (PFMRAF) to subnational areas.
Utilize subnational data to improve geographic selectivity and evaluations.
Priorities pro-poor and disability considerations
EVALUATION & MONITORING
Build capacity in using Geographic Information Systems (G.I.S) to improve targeting and selectivity in program design.
Expand the capacity of cities in developing countries to collect data and make publicly accessible.
Strategic Response Plan
Meeting basic food needs and nutritional requirements through community-based services and building food security
through stimulation of markets and production.
Attaining protective and sustainable shelter solutions for those families who were displaced or have homes that were
destroyed or damaged.
Regaining self-sufficiency of livelihoods in urban and rural areas through restoration of local economies, agriculture and
fisheries.
Sustaining access to water, sanitation, hygiene and the ongoing provision of health care in affected areas and
evacuation centers.
Establishing access to community and local government services, particularly for basic education in temporary learning
spaces, social welfare, community support and a protective environment.
Removing and recycling debris from public spaces for use in reconstruction and to improve access to homes.
Undertaking these objectives with a view to enhancing resilience and preparedness for future disasters.
ACTED
ACTED, the second French NGO, is an apolitical, and non-confessional international relief
agency created in Afghanistan. The first projects were initiated in Kabul in 1993 to bring
relief to populations affected by more than 15 years of conflict.
Mission
ACTED endeavors to respond to humanitarian crises and build resilience; promote

inclusive and sustainable growth; co-construct effective governance and support the
building of civil society worldwide by investing in people and their potential.
Vision
Since 1993, as the second French NGO, ACTED has been committed to immediate humanitarian relief to support those in urgent
need and protect peoples dignity, while co-creating longer term opportunities for sustainable growth and fulfilling peoples
potential.
Values
Independent, private and nonprofit, French NGO ACTED (operating under the French law Association loi 1901) respects a strict
political and religious impartiality, and operates following principles of non-discrimination, transparency, according to its core
values: responsibility, impact, enterprising-spirit and inspiration.
ACTED implements more than 450 projects a year towards 11 million beneficiaries in 35 countries, with a budget of 185 million
euros. We have 400 international staff and 4300 national staff in our teams.
ACTED and ShelterBox are supporting 300 families to rebuild their homes, providing housing material, training local carpenters
and mobilizing communities to build houses using build back safer techniques.
So far
71 households received shelter materials
841 people attended the various workshops
30 carpenters were trained
SM Cares
SM Cares, a division of SM Foundation Inc., is the group that handles the corporate
social responsibility programs of SM Prime Holdings, Inc. It was launched in 2004 to
organize the sustainability efforts into a comprehensive program that tackles a wide
range of initiatives: From giving a voice to the under-represented sectors of our
society, to preserving the environment and to creating innovative but sustainable
avenues of growth. The advocacies of SM Cares include Programs on Persons with
Disabilities, Children & Youth Development, Women & Breastfeeding
Mothers, Senior Citizens, Overseas Filipino Workers and Environment and
Sustainability. SM Cares works with various organizations, corporations, shareholders and people from the community in
coming up with innovative solutions that pave way to living more sustainable lives. As a responsible mall developer, SM ensures
that its CSR programs serve as catalyst for positive change for the community it serves.
SM Cares Housing Project in Bogo, Cebu
The first site for the SM Cares Housing Project. This will be the first 200 of the 1,000 disaster-resilient houses
that SM and its business partners will build for the survivors of typhoon Yolanda (Haiyan). Selected beneficiaries will be given
their houses for free, allowing them to spend Christmas in their new homes and most importantly, to rebuild their lives.
This housing project is fully privately funded by SM, its business partners, stakeholders and the community.
SM, together with its business partners, stakeholders and the community will build 1,000 disaster-resilient
homes in areas that were hit by typhoon Yolanda (Haiyan). Last Oct. 21, 2014 groundbreaking was held for the 3rd village that
will be located in Brgy. New Kawayan, Tacloban, Leyte. This will have 400 houses and will be given to select beneficiaries for
free. The village is in partnership with the Roman Catholic Archbishop of Palo and CFC ANCOP Tekton Foundation, Inc.
SM and its donors awarded 400 new houses in Tacloban City, Leyte to families who were hardest hit by the
super typhoon in 2013. The village will be called Pope Francis-CFC ANCOP Canada Community SM Cares Village. It is the
biggest of all the four SM Cares housing project as the other villages only have 200 houses each.
GMA KAPUSO FOUNDATION
VISION
We are the most accomplished, most trusted and most credible non-
government organization in the Philippines; the leader in serving and uplifting the
lives of the underprivileged members of our society through Serbisyong Totoo and
the responsible use of media.
MISSION
We uplift the lives of underprivileged Filipinos all over the Philippines by: providing quick-response relief operations
to fulfill the most immediate needs in times of crises; undertaking health, nutrition and medical projects to promote greater
equity in health; carrying out developmental programs designed to promote education and foster learning.
A year after Yolanda hit the Philippines, the survivors stories of resilience continue as they rebuild from the ruins of
their storm-ravaged homes. Since the typhoons landfall in 2013, GMA Kapuso Foundation (GMAKF) with its long-standing
commitment to Serbisyong Totoo has been a steadfast advocate in turning these stories of loss into stories of hope through
its quick response in times of need and its extensive disaster relief programs.
On the anniversary of Yolanda, GMAKF officially turned over 120 permanent concrete houses of Phase II and III of its
Kapuso Village in Tacloban City to select families displaced by the super typhoon. GMAKF is the first NGO to turn over
permanent concrete housing to Yolanda survivors in Tacloban City.
A total of 172 houses were turned over since July 2014. An additional 231 houses will be ready for occupancy in the
coming months, fulfilling in part the Foundations 403-unit concrete housing project in the area. The 3.5-hectare permanent
resettlement area donated by Tacloban City Government. In Palo, 200 houses in Sitio Caloogan were donated built on a 2.5
hectares of forestland.
Through the generosity of numerous citizens all over the world, the project was able to come to fruition.
Furthermore, GMA Network and its roster of stars showed the true meaning of the Kapuso spirit by participating in GMAKFs
Yolanda rehabilitation efforts.
RED CROSS
Vision
The PRC will be the foremost humanitarian organization in the Philippines, in services
provided and number of people served.
Mission
PRC provides timely, efficient, and responsive humanitarian services to the most
vulnerable in accordance with the principles and values of the Red Cross and Red
Crescent Movement.
More than 66,000 families now have safer, more disaster resilient homes in typhoon Yolanda (Haiyan) affected areas,
as the Philippine Red Cross (PRC) has already completed 86 percent of its target number of homes to be built in its shelter
project under its typhoon Haiyan recovery program.
As of date, a total of of 72,636 families were provided shelter out of the target 80, 203, which is targeted to be
completed until the end of 2016. This is the largest ever shelter assistance that the Red Cross has provided in any post-disaster
operations locally and globally, in terms of number of houses built and amount of shelter assistance provided.
In building shelter, the PRC involves the community in all aspects of the building process. The beneficiaries
themselves were part of the consultations regarding designs and plans for the shelters that the Red Cross and its partners
were to build for them. Beneficiaries are even involved in the actual building of the houses.
Houses built through the PRC housing project were built employing the build back better principle for disaster resilience and
have been proven to withstand some of the strongest typhoons that came after Yolanda.
The shelter project covers the provinces of Aklan, Antique, Capiz, Cebu, Eastern Samar, Iloilo, Leyte, Palawan, and
Western Samar; as well as the cities of Bogo, Ormoc and Tacloban.
The housing project is supported by PRCs partners in the International Red Cross Red Crescent (RCRC) Movement,
composed of the International Committee of the Red Cross (ICRC), International Federation of Red Cross and Red Crescent
Societies (IFRC) and several National Societies.
RCRC National Societies involved in the Haiyan housing project include Finnish Red Cross, Spanish Red Cross, German
Red Cross, Hong Kong Red Cross, Taiwan Red Cross, French Red Cross, Japanese Red Cross, Norwegian Red Cross, British Red
Cross, American Red Cross, Australian Red Cross, Netherlands Red Cross, Palang Merah Indonesia (PMI) or Indonesian Red
Cross, Qatar Red Crescent Society, Swiss Red Cross, and Bahrain Red Crescent.
PRCs private partners that have contributed to the housing project include Air Asia, HSBC, CUBE, Citibank and
AusAID. ADVT.
UNITED NATIONS DEVELOPMENT PROGRAMME
Vision
In the Philippines, UNDP fosters human development for peace and prosperity. Working with central
and local Governments as well as civil society, and building on global best practices; UNDP
strengthens capacities of women, men and institutions to empower them to achieve the Millennium
Development Goals (MDGs) and the objectives of the Philippine Development Plan. Through advocacy
and development projects, with a special focus on vulnerable groups, UNDP works to ensure a better
life for the Filipino people.
Mission
UNDPs overall approach is to strengthen capacities of local governments and communities in democratic governance,
poverty, disparity and vulnerability reduction, sustainable management of environment and natural resources, and climate
change adaptation and disaster risk management, while ensuring that human rights and gender are integrated into local
policies, processes, programmes and budgets. Complementary actions at the national and policy levels will be undertaken to
contribute to a more conducive enabling environment for local interventions. To reflect the complex and multi-sectoral nature
of the development challenges of the country, UNDP is pursuing convergence in its program and developing cross-practice
activities such as the Poverty-Environment Initiative, Security Sector Reform, Environmental Justice and Improved Local
Governance for HIV Response.
Permanent housing units distributed in four locations as follows: 55 units in Tacloban City; 55 units in Ormoc City, Leyte;55
units in the municipality of Hernani in Eastern Samar; and 67 units in the municipality of Basey, Western Samar.
GAWAD KALINGA COMMUNITY DEVELOPMENT
FOUNDATION, INC. (GK)
MISSION
Ending poverty for 5 million families by 2024.
VISION
Gawad Kalinga is building a nation empowered by people

with faith and patriotism; a nation made up of caring and sharing communities, dedicated to eradicate poverty and restore
human dignity.
A Philippine-based movement that aims to end poverty for 5 million families, by first restoring the dignity of the
poor.The 38 homes were given at the Aurora GK Village, Brgy. Crossing, San Isidro, Leyte, Philippines
CATHOLIC ORGANIZATION FOR RELIEF AND DEVELOPMENT AID (CORDAID)
Mission
Cordaid is the Dutch Catholic Organization for Relief and Development Aid.
We aim at a just and sustainable world for everybody. Where we share our
Global Common Goods, where we make space for diversity and where we work
together with everyone who shares our values, interests and a common purpose.
We are an innovative, entrepreneurial and professional not-for-profit organization aiming at maximizing the social impact of
our work in fragile and conflict affected areas.
Our vision
We have inherited the earth from our ancestors. It is our job to leave it a better place for future generations: a world
where people are safe, can live with dignity, develop themselves and have the freedom to speak out.
We believe in the driving force of solidarity, in the power and strength of people and the capacity of local communities to
make this world a reality. Flourishing communities offer opportunities to all their members to realize their full potential and
participate in social, economic, cultural and spiritual life.
Project Information: Resilient Recovery Program

POPE FRANCIS VILLAGE
POPE FRANCIS FOR RESILIENT AND CO-EMPOWERED, SUSTAINABLE COMMUNITIES
(FRANCESCO)
The aim of this integrated and people-driven intervention is to help the affected
communities regain their lives and assets through resilient dwelling houses, rebuilding
livelihoods, and continuous strengthening of their organizations so that they can fully
participate in community governance and effectively engage the local governments. The
project is known as Pope Francis Village.
Project Information
OPERATION BLESSING
VISION
To see Filipino families and communities achieve transformed lives.
MISSION
As mandated by God, our mission is to proclaim the Good News of Jesus Christ to the people
of the Philippines and help them achieve transformed lives, one family and one community at
a time.
To achieve our mission, we are committed to conduct community transformation programs on: Disaster Response,
Healthcare, Livelihood, Childrens Programs and Infrastructure.
Bamboo is used as a housing material introduced by the Operation Blessing Inc, a non-government organization that
will build more 324 permanent shelters to families in Tacloban whose houses were totally destroyed by supertyphoon
Yolanda.
Operations Blessings (OB) Philippines will build 324 permanent shelters in Palanog village, tagged as the city's safe
zone.
The NGO broke the ground for the Community of Hope (COH)-Palanog community centers and market. The new
community consists of a health station, day care room, administration office, youth activity and recreational area, and the
livelihood training area.
Houses can withstand a magnitude 8 earthquake and resistant to typhoons with up to 250 kilometers per hour,
incorporating the bamboo cement technology of Hilti Foundation (Base Bahay).According to Kim Pascual, the NGO's executive
vice president and chief operating officer
ISSUES ON HOUSING DELIVERY SYSTEM
Delays in procurement of toilet materials/ septic tanks/ CGI sheets/ coco lumber
Beneficiaries not occupying their directbuild shelters
Quality of materials
Delay in beneficiary completion of requirements for each tranche
Proper encouragement and motivation to complete construction
Sensitization and mobilization: creating a shared understanding of the project and its sustainability
Navigating difficult community situations and promoting ownership
Misuse of money by beneficiaries (funds spent on debt, livelihoods, food, appliances, travel, and other basic needs)
Beneficiaries overseeing construction
Lack of technical knowledge in construction
Beneficiaries procuring good quality materials
Budgeting for construction
Difficulties with Category B/C (repairs) using concrete and masonry
*
Distribution of cash
Land issues
Reaching a wide audience for hygiene promotion
Social aspects can hinder/ enable project
Tagpuro, Tacloban, Leyte
The site lacked access to supporting infrastructure, such as water and electrical systems, and was distanced from
other services, such as schools and livelihoods.
WASH -This is the best that the city government can do for now. According to the Tacloban City Community
Affairs Office, for the most part, the city heavily relies on the national government, through the Local Water Utilities
Administration (LWUA), in order to provide their target 100 litres of water per day per family in resettlement
communities. The World Health Organisationrecommends 20 litres of water as minimum daily requirement per capita
in non-emergency situations.
- One of the challenges of the site was access to potable water. The City of Tacloban was required to truck in
potable and non-potable water, delivery of which was noted as inconsistent. Expected water deliveries were
supposed to occur 4 days per week, but 3 days was more common. While sufficient water was available for cooking,
there were consistent shortages of washing and bathing water.
- Alternative resources have been identified, but not all have been allowed. For example, the San Juanico
Strait, as identified by the Tacloban City Community Affairs Office, could be a potential source, not only of water but
also of livelihood for many resettled families since most of the relocation sites are in northern Tacloban. However, the
San Juanico Strait suffers from contamination. According to Oxfam, the strait is contaminated with E. coli bacteria as
well as faecal coliform. Its level of contamination is more than 1000 times the tolerable amounts.
- The residents resort to the shallow-well system instead. But anecdotes from the residents reveal that the
quality of water is not suitable for drinking. Water is said to be cloudy or translucent, with either a rusting smell,
perhaps because of the pipes, or fishy. Others chose to use rainwater, which is equally susceptible to contamination.
Education and Livelihoods-The location of the transitional site nearly an hour from beneficiaries original
communities was the largest stress on households access to services and livelihoods. In most cases, households
noted that they were paying as much as 50% of income on travel expenses to send their children to schools near their
old community or to return to economic opportunities within the city. While some schools existed near the
transitional site, most households preferred to send their children to their previous school, particularly given that
transitions occurred in the middle of the school year. Transitions to new schools in the north seemed to see increased
enrollment rates after the start of a new school year.
Land tenure agreements and shelters were not initially planned to be used beyond 2 years; delays in permanent
construction suggest their use for 5+ years.
- The shelters were intended to be used for a two-year period to transition relocation of families from
coastal areas of Tacloban City to other permanent resettlement in the north. As permanent housing was
constructed in the neighboring area, families were intended to leave the transitional site and move into
relocation housing constructed by government agencies and other NGOs. Design and construction of the
structures used light materials as the transitional site was expected to only require a short life span.
Few of the households at the transitional site knew each other before and were from different communities, resulting
in limited social cohesion.
Case 8: Pago, Tanauan, Leyte
While the selected site removed the risk of storm surge from households previously located in coastal areas, the new
location is prone to flooding.
A majority of households were previously fisherfolk and the relocation to an inland site meant that many households
maintained a second shelter along the coast in order to maintain their livelihood; no attempts were made to provide
alternative livelihoods for those relocated.
Use of contractor-built housing model resulted in poor construction quality in a number of units with little recourse
for beneficiaries.
New Kawayan, Tacloban, Leyte
Initial material quantities fit most household needs, but could have been adapted for more vulnerable households
with senior citizens or persons with disabilities (PWDs)
Bagacay, Tacloban, Leyte
Beneficiaries expressed that the materials delivered were often insufficient to complete entire core shelter to
specifications and that the allowed number of labor days (10 days) was too short for completion.
- Labor was hired using pakyaw (fixed rate) contracts. A 10-day limit was placed on labor at which point
the beneficiary assumed all labor costs in the event that shelter was not completed. Changes to the
configuration were not permitted before or immediately after construction. In a number of cases, the 10-
day labor limit was unable to finish the core shelter and beneficiaries were left to cover any remaining
costs.
Materials were often delivered too far in advance of construction and many beneficiaries failed to protect materials,
leading to damage before installation.
- Materials were procured and delivered to site by the organization. Each beneficiary was responsible for
inspecting materials upon receiving. Due to labor backlogs, it was common for materials to sit for several
weeks before construction could begin on a beneficiarys shelter. This resulted in some materials being
damaged due to poor storage or theft prior to installation. Future efforts to use centralized material
distribution should stagger material deliveries to more closely align with construction start dates or
provide tarps and other measures to protect materials.
Beneficiaries were required to have a 30m2 land plot for shelter, which often excluded the most vulnerable within the
community.
- The shelter assistance program for Bagacay began in November 2014. Beneficiary selection used
standard vulnerability criteria however the organization required that beneficiaries either own or could
purchase land that was at least 30m2 . In the event that a beneficiary could not obtain land, they were
excluded from shelter assistance. While this policy ensured that households would not be evicted from
newly constructed core shelters, it also was unable to target some of the poorest households in the
community who lacked land.
San Agustin, Jaro, Leyte
Timber posts were embedded in concrete, making their replacement difficult; straps or other connections could have
better enabled replacement of worn posts in the future.
While latrines were attached in to the core shelters, coconut lumber was used for the walling materials which
deteriorated more rapidly due to washing and bathing water.
San Jose, Tacloban, Leyte
Beneficiary selection process did not survey all households within the community and transparency of selection could
have reduced number of conflicts.
Use of double walling (interior and exterior) in urban environment led to rodents within walling.
Speed of construction was limited by linear progression of shelter construction and number of skilled labor and
volunteers.
Magallanes, Tacloban, Leyte
Most households receiving hosting or rental support had returned to original sites in the no-build zone within a year
because of lacking economic opportunities in nearby communities.
Contract for land on transitional site was only secured for 2 years and was misaligned with pace of permanent
construction at government relocation sites, with concerns expressed over continued ability to house beneficiaries in
interim period.
Transitional Shelter-For those households in the no-build zone they were provided the option to relocate to
a transitional site. By moving to this site, the local government ensured that these households would not lose
eligibility to be moved to permanent resettlement sites. Construction of these shelters was completed through direct
build.
San Jose, Tacloban, Leyte
Uncertainty and Relocation-A challenge both for the organization providing shelter assistance, and households, was the
uncertainty of relocation. As planning efforts emerged from the City of Tacloban, all households in San Jose were targeted for
resettlement to sites in northern Tacloban. Lacking communication from the local government left many households unsure
whether to invest in shelter in their long standing place of residence or wait until government housing assistance would be
provided. It took more than a year before households started to be relocated to transitional sites in the north; the process
would take much longer for other households. In the face of the unknown, many decided to forego investment in previous
houses the resulting shelter assistance proved an effective solution given this response from households.
WASH assistance was a missed opportunity as most coastal household had toilets without any containment.
Some beneficiaries sold their vouchers, however it is estimated that less than 10% did so, based on organizational
reporting.
Hiabangan, Dagami, Leyte
Decision not to relocate some households adjacent to riverbeds led to damage to shelters and livestock in flood event
within a year; while not necessary to relocate all households in high risk areas, future efforts should focus on
preparatory strategies to strengthen shelters and livelihoods before these hazard events.
Raised floors provided protection from flood water in high risk households, but flooring deteriorated rapidly and had
high deflection because of thin plywood.
Saghakan, Tacloban, Leyte
High water table in community led to the failure of over 50% of septic tanks; raised tanks may have been an
alternative solution to improve performance.
Rainwater collection systems were not used by households because of other sustainable sources of water; failure to
fix pipe breaks were another reason these were not used.
Water Problem-refer to the info above
Waste Management
The water problem is linked to another problem in the resettlement sitesthat of waste management. In fact, the high
contamination of the Strait is caused by improper solid and human waste disposal. In one relocation site in northern Tacloban,
for example, the houses were built near a garbage dumpsite. This poses a threat to health and wellness of the residents in the
resettlement area. The mountain of the garbage can easily be seen from the entrance of the village. This produces a foul smell
and acids, which are both harmful to human and animal occupants.
Aside from improper waste management, the substandard toilets and sewerage system are partly to blame. Human wastes
are dumped into the strait. All of these are a cause of concern especially in terms of public health and the ecosystem as a
whole. Cases of water-borne diseases and skin allergies have increased, and malnutrition is projected to increase. The
Northern Tacloban Development Project is expected to bring thousands of families into the area. With the current situation,
water and waste problems are expected to get worse.
Income
Families and community relationships have been also affected by the problems residents face in their relocation sites. At the
level of the household, with an unstable source of income, mothers have had difficulties in budgeting for the family. Family
income has been reduced since they have been removed from their original coastal homes. The sea is the basic source of
livelihood for fisher folks. There have been self-help groups that assist women and mothers to find alternative sources of
income, but these opportunities are often limited, if not absent.
Emergency Shelter Assistance
Budget and Accomplishment for ESA (report of DReAMB)
DSWD submitted to OPPAR its proposal for ESA
ESA for totally damaged houses: 449, 127 HHs @ P30,000.00 = P13, 473, 810,000
ESA for partially damaged houses: 517,214 HHs @ P10,000.00 = P5,172,140,000
From the submission of the proposal until funds were released, DSWD released MC24 on November 21, 2014. The field offices
mentioned that they were not consulted regarding this new MC which disqualified individuals from receiving ESA based on the
following
They live in danger zones or no build zones
They earn more than P15,000.00 per month;
They have been given shelter assistance by other NGOs.
The original list of beneficiaries submitted to OPARR had to be revised based on the new guidelines in MC 24. The
municipalities had to re-validate and amend the master list, wherein some beneficiaries who were not eligible as prescribed in
MC24 were delisted.
This brought about a lot of confusion and anger on the part of the beneficiaries which are still evident while doing this study.
Distribution of ESA was not easy; in fact, it could not be considered emergency shelter assistance anymore since it was
distributed in 2015, more than a year after Yolanda struck the islands.
Wide discretion given to the barangay chair and other officials in the selection of ESA beneficiaries.
still included in the barangay voters list were included in the list; individuals who had partially damaged homes were listed
under totally damaged.
There was also an increase in claimants of ESA such as those who did not have their names listed since they did not believe
that assistance will be provided (according to them to see is to believe), but had damaged homes as well.
The barangay officials also had the discretion to identify homes as partially or totally damaged since there were no clear
guidelines.
Beneficiaries for totally damaged homes did not receive the full P30,000 ESA but received only P10,000;
The provision in MC24 re beneficiaries living in danger zones was differently interpreted by LGUs. Some coastal
communities in Iloilo were given their ESA, but not in Leyte and other provinces. Beneficiaries who lived in danger zones
were excluded despite the absence of any issuance that their community is in fact located in a danger zone;
MC 24 stipulated that ESA beneficiaries should not be recipients of shelter assistance from other NGOs, but since the
assistance from various organizations was not closely monitored, this provision was again implemented differently by LGUs;
Despite unfinished distribution of ESA, P14,610,000.00 was returned to the DSWD Field Office by the former Mayor of
Balangiga after he lost in the 2016 elections. Upon verification with the Field Office, it was confirmed that the said amount has
been returned to the National Treasury.
Affected families outside the 50 km radius of Yolanda path were excluded as beneficiaries.
Other beneficiaries were shortchanged, e.g.
some individuals took advantage of ESA distribution and would buy the ESA of beneficiaries days before the distribution at
a lower price, e.g. P8,000 for ESA of P10,000; the beneficiaries would sell their ESA since they need the cash badly;
other beneficiaries received voucher which contained a list of construction supplies woth their corresponding ESA; but
since their homes have been repaired, again other individuals buy their vouchers for a cash amount lower than the value of
the voucher, e.g. P20,000 for ESA of P30,000; again, beneficiaries would sell their vouchers since they need the cash more
than the construction supplies.

Housing Delivery System in The Philippines

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Housing Delivery System in The Philippines

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ARCH 553

HOUSING DELIVERY SYSTEM

HOUSING PROBLEMS/ SOCIAL ISSUES

Other issues hampering pro-poor land and housing programs:

HOUSING AFFORDABILITY AND DELIVERY

GOVERNMENT HOUSING STRATEGIES

HOUSING AND THE GOVERNMENT AND ITS DELIVERY SYTEM

- LOW COST LEVEL 1

- LOW COST LEVEL 2

Key Shelter Agencies:

National Housing Authority (NHA)

Executive Order 90 (17 December 1986)

PROGRAMS AND APPROACHES

B. Regional Resettlement Program

C. Housing Assistance for Calamity Victims

F. Housing for Low-Income Formal Sector

G. Community-Based Housing Programs

H. Housing for Indigenous Peoples

B. AFP/PNP Housing Program

2. Community-Initiative Approach (CIA)

THE QUALITY MANAGEMENT SYSTEM

The NHA QMS shall cover the core processes as follows:

Targets, Priorities and Funding

Asset Development and Management

NHA QMS Process Map

b. Performance Management involves its employees individually or collectively in improving organizational

f. Organization Development enables the optimum use of resources.

b. Physical Construction actual land development and construction activities.

Human Resource management

Eligibility criteria to avail government housing (UDHA) :

A. SWORN APPLICATION FORM A

NATIONAL HOUSING AUTHORITY

III. STATUS OF PROJECTS WITH FUNDS

18,169 units now undergoing procurement

IV. IV. STATUS OF PROJECTS

YPMO Regional Monitor for Resettlement Engr. Harvey Hilvano

HOME OWNERS PHOTOS.

Housing and Land Use Regulatory Board (HLURB)

MANDATES (HLURB in retrospect)

1. PLANNING: (EO 648; EO 72; RA 7279)

Home Guaranty Corporation (HGC)

A. Finding land that are suitable for resettlement

Project Packaging, Procurement and Implementation

Process for Negotiated Procurement

STANDARD CONTRACT DURATION FOR TYPHOON YOLANDA HOUSING PROJECTS

Home Development Mutual Fund (HDMF, also known as PAG-IBIG Fund)

RULE IV, SECTION 1

* Old or brand new;

6. Combination of loan purposes, which shall be limited to the following:

Two (2) modes of applying for a Pag-IBIG housing loan:

Retail - the member applies directly to the Fund.

3. Has the legal capacity to acquire and encumber real property;

4. Has passed satisfactory background/credit and employment/business checks of Pag-IBIG Fund;

How to get a PAG-IBIG housing loan

Purchase of a residential house and lot, townhouse, or condominium unit; or

Process Flow of Housing Loan Availment in Pag-IBIG Fund

1. Submit requirements to office

Who are eligible to apply for a Pag-IBIG housing loan?

*What is the End-User Financing Program?

How long is the repayment term?

What is the Processing Time?

How do I apply for a Pag-IBIG home loan?

Step 4. Accomplish the NOA requirements for check release.