HOUSING PORTFOLIO COMMITTEE NATIONAL HOUSING FINANCE CORPORATION May 2006

ESTABLISHMENT Born out of the 1994 White Paper on Housing Policy, the National Housing Finance Corporation (NHFC) was established by the National Department of Housing (NDoH) in 1996 as a wholesale lender

As a state owned development finance institution, the principal mandate of the NHFC is to broaden access to affordable housing finance for the low- and moderate-income earners of South Africa ESTABLISHMENT

MANDATE undertake funding as a wholesale intermediary to promote broader access to housing underwrite the flow of wholesale funds to retail intermediaries (provide cover, security or guarantee) specialise in identifying, assessing, pricing, monitoring and managing risks associated with the placement of wholesale funds with retail intermediaries undertake proactive programs aimed at building institutional and financial capacity at the retail level managing facilitative interventions supporting bank lending for housing in the target market

Governance Structure Audit and Risk Committee Board Credit Committee Human Resources Ethics, and Remuneration Committee Board of Directors

FUNDING FRAMEWORK Funding Framework The NHFC has Capital and Reserves of R1,846 billion at 31 March The funds are made up as follows: Share Capital and Premium R880m Government Grants R200m Retained Earnings R766m R1,846bn The NHFC is self- sustaining

2004/5 PERFORMANCE

FINANCIAL PERFORMANCE 2004/2005 TO BUDGET Income from lending Slowdisbursements Non-performingSHIs ClientConsolidation (32% below) Income from Investment Lower disbursements (35% above) Operating expenses Capacitation of NorthwestHousingCorporation Donation to JoeSlovo Park (7% above) Financial performance Profit before tax up 1.6%

HOUSING IMPACT 2004/ ,767 Financed Unit Impact Broadened Scope to new areas Supported 8 new housing retail intermediaries facilitated +

LIH ENVIRONMENT During 2004/2005 :  Slow pace of housing delivery during the period  Non-performance of RETAIL intermediaries on the increase  Disbursements continue to substantially lag Approvals  The favourable housing conditions prevailing have not filtered to the LIH market  New Housing Delivery Strategy on the cards – “Breaking New Ground to Housing Delivery”  The NHFC responds to the new housing strategy

Developments in 2005/6

2005/2006:STRATEGIC PRIORITIES  Extend the reach, scope and coverage to the lowest end of market Develop the concept for the Housing Bank Model  FACILITATE the increase of private sector contribution to scale housing delivery - FSC Provide risk-enhancement mechanism  Through SPECIAL PROJECTS - Address National Priority Projects: E.g. N2 Gateway Rental Housing, Kliptown etc.  Fund existing and viable housing retail intermediaries – wholesale funds  Provide focused Technical Assistance to housing retail intermediaries – Develop. Fund

THE 2005/2006 developments  New Housing Delivery Strategy Created a momentum for fast-tracking housing delivery  FSC a major catalyst for private sector involvement in LIH  Favourable housing incentives e.g. exemptions and reductions in transfer and stamp duties  National Priorities in housing e.g. eradication/transforming of informal settlements, 2014 Agenda  Integrated approach to delivery – sustainable development and human settlements – Partnerships  Low interest rate era - affordability

Preview of 2005/2006 performance (Unaudited)  Income Created a momentum for fast-tracking housing delivery  FSC a major catalyst for private sector involvement in LIH  Favourable housing incentives e.g. exemptions and reductions in transfer and stamp duties  National Priorities in housing e.g. eradication/transforming of informal settlements, 2014 Agenda  Integrated approach to delivery – sustainable development and human settlements – Partnerships  Low interest rate era - affordability

UNAUDITED FINANCIAL PERFORMANCE 2005/2006 (BUDGET COMPARISON)) Income from lending Slowdisbursements Non-performingSHIs ClientConsolidation (25% below) Income from Investment Lower disbursements (20% ) Financial performance Profit before tax up Operating Expenses (18% below)

HOUSING IMPACT 2005/2006 ACTUAL: BUDGET:

Strategic Outlook 2006 and beyond

STRATEGIC GOALS (2006 Onwards) Finance and facilitate ,000 housing units by 2011; Improve and support the development of a vibrant primary and secondary market in LIH by partnering with private and public sector entities; Promote and support government priority projects towards achieving sustainable human settlements objectives that aim to eliminate informal settlements by 2014; Transform the Corporation for effective delivery and impact while ensuring that it remains financially sustainable in the long term, by implementing corporate-wide efforts to increase revenue, customer orientation, and the efficient use of resources.

KEY STRATEGIC THRUSTS AND OUTCOMES

CORE BUSINESS PROJECTS (Financing, Packaging, Facilitation) –Social Housing Projects –Public Projects –Private Projects Mostly where the units will come from… Direct Lending –Setup appropriate comprehensive infrastructure –Operationalise as from first Quarter of 2007

OVERVIEW OF THE BUSINESS PLAN 25,146 33,266 41, Housing Opportunities R787m 2006 R1,736m 2007 Loan book impact R800m R1billion Funding Requirements nil 2006

BUDGET INFORMATION (Previous MTEF) Comparison Actual 2005 to budget 2005 and budgets for planning years 2006 – 2008 (Submitted in 2005): Actual 2005 (R’m) Budget 2005 (R’m) Budget 2006 (R’m) Budget Plan 2007 (R’m) Budget 2008 (R’m) Income Less: Impairments(28)(16)(4)(5)(6) Operating Expenses(64)(60)(75)(89)(107) Profit Before Tax Tax(28) (34)(43)(63) Profit After Tax Impacts: Houses/Loans12,76729,39316,57517,59018,608

BUDGETED INCOME STATEMENT FOR THE FINANCIAL YEAR

BUDGETED OPERATING EXPENDITURE FOR THE FINANCIAL YEAR BUDGETED OPERATING EXPENDITURE FOR THE FINANCIAL YEAR 1ST APRIL 2006 TO 31ST MARCH 2007 Notes % Change New/Forecast %R'000% Employee 1 48% 40,328 56% 31,023 30% Marketing 2 6% 5,032 3% 1, % Outsourced Services 3 19% 16,230 9% 4, % Professional Fees 3% 2,352 3% 1,843 28% Travel & Entertainment 4 5% 4,053 3% 1, % Administration 2% 1,600 3% 1,490 7% Communication Infrastructure 2% 1,709 2% 1,351 26% Computer 5 4% 3,519 3% 1, % Office Expenses 1% 1,242 2% % Premises 6% 4,637 7% 4,128 12% Training & Development 6 1% 959 1% % Direct costs - Retail 0% Sundries 2%2,000 8% 4,182 (52%) TOTAL 100%83, %55, % of Total Income 52%35% Budget - NewForecast 2006/ /2006

KEY CHALLENGES Municipal Capacity as regards the supply side of Housing Delivery vis; Human Resource Delays Accreditation Availability of subsidies Developers not playing in low income market Currently servicing high end Results in scarcity in lower end, and illiquidity in the market Financial sector charter stalemate Non-resolution on risk enhancement mechanism and conduit

SPECIFIC CHALLENGES IN RELATION TO DELIVERY – NHFC EXEPRIENCE Capital In providing a “social window” to its lending into the retail market NHFC will have to look to the Department of Housing for concessional funding Political Obstruction in certain projects Individual political leaders blocking due process Rent boycotts Retail Housing Finance Intermediaries Dependency on non-banking housing retail institutions that lack institutional and financial capacity – results in lower disbursements vis-à-vis approval Land Access to land for housing Land release processes

WAY FORWARD NHFC has undertaken bold steps in its aim to make a serious impact in the Low Income Housing environment in the medium to long term. It will need the support and encouragement of all its stakeholders to achieve the goals set. The 2007/2009 Business Plan was presented to the Department of Housing on 18 April 2006 and although final approval thereof is awaited. Implementation of NHFC’s broadened mandate in process

OVERALL EXPANDED MANDATE OBJECTIVES Deepen the access, scope and size of impact in the housing market; Facilitate the development of markets for affordable housing finance; Continue to pilot new interventions in support of the development of sustainable human settlements; Promote increased competition to the low income housing market; Expand scope of lending to enable cross-subsidisation of less profitable elements of business; Exploit and avail incentives to the market for facilitating affordable housing finance; Ability to raise funds and mobilise resources for the sector and channel them for housing.

Equity/Procurement/BEE and contribution to ASGISA In developing the new business model for NHFC for the 2007/2009 period, it was conscious of the need to respond to the: Millennium Development Goals (MDG) Promoting the development integrated human settlements Special focus on slum reduction Procurement policies to promote female and BEE participation ASGISA: Skills development and Employment creation through housing construction (labour intensive) Technical assistance (capacity building) – accelerating delivery Breaking New Ground in Housing strategy Increasing homeownership and quality of human settlements through expanded mandate enabling alternative solutions Improving access to housing finance Finance Sector Charter Risk enhancement for the industry