LOCAL SHELTER PLANNING

SOME BEST PRACTICES

SOME LESSONS LEARNED

Local Shelter Plan LSP

Social Sector Plan

Overall Housing Plan for urban/rural

high income middle income low income

Comprehensive

Land UsePlan

CLUP

LocalDevelopment

Plan LDP

Relationship between LSP, LDP and CLUP

LOCAL SHELTER PLANNING

The Local Shelter Planning Process

DataGathering

SituationAnalysis

Formulation of Goals, Objectives and Targets

Generation ofShelter

Srategies

Preparation Of Implementation Plan

M&E of the LSP

What is Shelter Planning?

Shelter planning – a process involving six (6) steps : data gathering which involves primary and secondary data collection of housing, basic services, social services, employment and livelihood data/information; situation analysis which uses the data generated in step #1 to be able to determine the housing, basic services, social services, employment and livelihood needs and also includes affordability analysis of the target group’s ability to pay for the housing options, and resource analysis which is an assessment of resource requirements and availability; definition of goal and objectives ; identification of the shelter strategies which include strategies for housing and basic services as well as strategies for the delivery of social services, job and livelihood generation; preparation of the implementation mechanism for the local shelter plan for socialized housing; and finally, the monitoring and evaluation of shelter strategies.

(Note : This definition is from the HLURB Guidelines for the Formulation of Local Shelter Plans with portions added by ADB-MMUSP Project).

What is a Local Shelter Plan (LSP)?

LSP is a document which provides an analysis of the present local housing situation, an identification of shelter problems, upgrading and future housing needs, definition of shelter goals, objectives and strategies, household affordability and willingness to pay, the identification of available local resources for shelter such as land, provision of basic community services, livelihood opportunities and finance, and lastly, the implementation plan which provides the details of actions needed to realize the shelter objectives.

The Holistic or Integrated Approach to Shelter Planning

The major three (3) elements of the Approach* :

1. Socialized housing and basic services (roads, alleyways and pathways, water, power, sewerage, drainage, garbage disposal);

2. Greater access to social services and facilities (health, education, sports and recreation, protective services); 3. Livelihood and employment generation.

*Recommended by the Metro Manila Urban Services for the Poor (MMUSP) Project

Steps in Shelter Planning

STEP 1 : Data Gathering

Primary Data Collection

Total Household Population Count (Census)

Household Socio-Economic Survey

Inventory of Informal Settlers

Steps in Shelter Planning

Step 2 : Situation Analysis

Mapping Technique

Urban Poor Mapping using GIS-based techniques

Non-Mapping Technique

Shelter Needs Assessment

Affordability Analysis

Resource Analysis

Steps in Shelter Planning

Step 3 : Formulation of Goals, Objectives and TargetsStep 4 – Generation of Shelter StrategiesMain considerations in formulating shelter strategies:• the application of the holistic or integrated approach to shelter planning• greater participation of the private sector• the use of the two-pronged approach to housing the urban poor-“as-is where-is” for slum upgrading and “in-city” resettlement for relocation projects. • effective integration of socialized housing zones with the rest of urban development, and with the local development plan, the CLUP and the zoning ordinance of the city/municipality• the setting up of a workable estate management system• the installation of a good collection system to ensure cost recovery

Steps in Shelter Planning

Step 5 – Preparation of the Implementation PlanIncludes details of the each strategy, the main activities under each, the responsible agencies/persons, the needed resources and the timetable for implementation.

Step 6 – Monitoring and Evaluation of the Local Shelter Plan Includes the setting up of an M&E system that will track the activities done in connection with the upgrading of blighted and slum areas, the relocation of those in danger zones, and the development of resettlement sites. An M & E framework will also be designed that will include indicators such as cost recovery, improvements in tenure, shelter conditions, health, environmental conditions in the community and resource mobilization.

Some Best Practices

Marikina Settlements Code

This is a codification of all local ordinances and legal issuances that have to do with socialized housing. The Code gives you at a glance all city ordinances impacting on-site slum upgrading and off-siteresettlement projects for easy reference.

By codifying, all potential conflicts in some socialized housingproject can be identified and resolution of such can be embodiedin the amendments to be incorporated in the Code. It also identifies responsibilities for the enforcement of the Code. It also becomes avaluable tool inasmuch as it prescribes rules and regulations thatensure order and sustainability of the community.

Some Best Practices

Migration Information Center (MIC) of Muntinlupa

Established in 1998, the MIC installed a system of gathering data for thethe following purposes:

• to help policymakers, planners and program implementors in policy and program development particularly on the number, characteristics, needs and origin of in-migrants;• to assist new residents in making initial adjustment in their new environment and provide them with the necessary services and facilities; and• to have the means to monitor and abate the influx of squatters to the city.

Some Best Practices

Local Multi-Sectoral Committees for Socialized Housing

LPIACH – Las Pinas Inter-Agency Committee on HousingThis deals with the planning and implementation of housing programsfor the urban poor. The members of the Committee include represen-tatives from NHA, NGOs, urban poor coalition, CMP coalition, PBSP,and heads of various departments of the local government involved in the delivery of shelter services to the poor.

The basic task of the LPIACH is to assist the local government address the increasing demand for socialized housing programs andprojects. Within the Committee are sub-committees for service delivery,organizational development, networking, information management, advocacy, research and development.

Some Best Practices

Center of Excellence (CENTEX) of Marikina

CENTEX facilitates learning toward change and improvement of standards and tastes of the client’s outlook and attitude. Its programsinclude: urban governance and institutional development; prosperitybuilding; resource mobilization and management; public health, safetyand security; environmental management; arts, culture, tourism andspecial activities; infrastructure and, facilities development and maintenance.

For CBOs, it runs an orientation program on CMP and provides training inleadership skills, team dynamics for community development, and community organizing. It offers values education on topics like parenting,gender and development, and intimacy.

CENTEX of Marikina

For government administrators, it conducts seminars on publicservice excellence, legislative advocacy, managing an LGU, communication, planning and management. For government employees,topics covered include basic organizational orientation, communication,performance evaluation, clerical development, occupational safety,computer-aided visual production, and advanced managerial course.

CENTEX is founded on Marikina’s philosophy that society through thegovernment has the responsibility to create the environment in whichthe person realizes his dreams for himself, for his own community andcountry, and consequently, recognizes his potentials to achieve his aspirations.

Some Best Practices

Some Lessons Learned

• There is a high social and economic cost to government of relocating urban poor families outside Metro Manila. Problems included absence of viable livelihood opportunities, inadequate provision of basic services,poor cost recovery due to erratic collection practices of the government, absence of clear rules and regulations concerning tenurial rights among others. Learning from these, current resettlement activities involve anumber of in-city relocation.

• Private developers have produced insignificant affordable housing forthe urban poor. Clearly, better forms of involvement of the private sectorin low-cost housing are needed.

•There is a need for clear and simple institutional arrangements at variousgovernment levels in the planning and implementation of housing programs for the poor since the involvement of too many agencies add tothe complexity and costs of implementation.

Some Lessons Learned

• The public sector’s response to the problem of slums must be basedon a coherent and achievable long-term framework for policy andinvestment.

• Residents in a community must be involved in setting the goals andstrategies for the future of their neighborhoods. Their participation willreinforce community values and help build human and social capitalfor long-term sustainability.

• LGU capability building is required in order for them to implement housing programs effectively and to pursue joint venture schemes with the private sector as part of a continuing strategy.

• Slum dweller beneficiaries must obtain the services they need, but be educated on the value of what they get, and be convinced of the responsibility to pay for the services they receive.

• There is a need to establish an effective system for evaluatingthe performance of socialized housing projects as against intendedtargets and objectives. Indicators to be used should be clear, easilyunderstood and updateable on a regular basis. These are likely to be related to cost recovery, improvements in tenure, shelter conditions,health, environmental conditions in the community and resourcemobilization.

Some Lessons Learned