1. Social Housing Foundation

2. Meeting with Housing Portfolio committee Role, purpose and mandate Strategy map Supporting housing delivery Key achievements Sector challenges Social housing priorities

3. Social Housing Foundation  Section 21 company established in 1997  Housing Amendments Act (1999)  Mandate from government to enable, support and strengthen the capability of the social housing sector to build sustainable, well functioning communities through the provision of social housing

4. Social Housing Foundation Strategy Map Outcomes Stakeholder Perspective Internal Process Perspective Learning & Growth Perspective Energised, aligned and capable social housing sector 01 Sustainable revenue/ business model 02 Viable model of social housing 03 Increasing, well managed social & public housing stock 04 Well informed policy development 05 Content, well functioning neighborhood communities Community and delivery tier Tenants, SHIs, HMC, Local & Provincial Government Information and advice Training and capacity building Standards of Performance, best practice guides, standards and toolkits Generic Consultancy Build capability and effectiveness… Support Tier Support Institutions, Donors and Professionals Engage and connect Facilitation Marketing and Communication Brand Building Align and connect … Policy tier Government and Financial Institutions Research and expertise Monitoring & evaluation of delivery Policy enablement Viable model building Inform and support… Funding Tier Government and Donors Manage finance Manage and channel grants Statutory compliance and reporting “Best solutions for customer needs” 01 Finance & Support Build required competence Manage and develop talent Develop customer centricity Human capital Develop enabling I.T. architecture Information capital Teamwork Build culture Alignment Leadership building Organisational capital Mission Our mission is to enable, support and strengthen the capacity of the Social Housing Sector to build well functioning communities through the provision of sustainable social housing. Accounting Contracts Controls Systems Audit “Consistent, high quality, timely products, services and solutions” 05; 03; 02 Advisory Products & Services 05; 04; 02 Client Relationship Management 04; 02 Research & Development Deliver efficiency Drive quality, low cost and ease of accessibility Norms and standards Maintenance and troubleshooting Real world research Value added product and solution development Trends, issues TAs Technical Advisors Information flows MIS Professional support Single point of contact Initiate and close out programmes Consumer Financial & regulatory Efficient info management and flow

5.  Catalyst in the sector for promoting social housing  Establishment of SHIs  With provinces and local authorities establish institutional systems & procedures Supporting housing delivery

6.  Ensuring the allocation provincial subsidy funding for access by SHIs  Assisting with growth & development of SHIs in all 9 provinces (geographic spread) Supporting housing delivery

7. Current Status of the Sector

8.  New housing strategy provides for the creation of affordable rental opportunities and tackling informal settlements directly  New plan responds proactively by: Preventing further development of informal settlements and broadening access to affordable housing opportunities in urban areas Supporting housing delivery

9.  SA rental sector underdevelopment and small when considered in international context  ⅓ of low-income renters in metro’s are in backyard shacks & informal settlements  Many also in formal opportunities provided by slumlords and informal landlords Supporting housing delivery

10.  The poor struggle to access limited rental opportunities provided by formal market (especially in good locations)  Demand for rental rising (7% p.a. for groups earning R1600-R3200/month)  Range of rental options required for the poor as part of the housing strategy  Gearing rental sector to scale limited by weak current capacity Supporting housing delivery

11.  SHF has a key capacity building role in sector given the need for rental housing delivery at scale The institutional capacity and support that will be required to respond to this need Supporting housing delivery

12. Contribution in summary…

13. Key achievements  Awareness about social housing & promotion of the concept  Tools and support for SHIs  Information on social housing sector trends, models, networks  Facilitating social housing policy development  Education and training for SHIs and other sector players

14. Key achievements  Establishing new SHIs  Co-ordination of sector stakeholders  Facilitating access to grant funding  Supporting the housing co-operative approach

15. Sector challenges  Cost of social housing not affordable to the poor  Lack of management and technical capacity  Challenges of scale delivery  Need for Innovation  Project development and pricing

16. Social housing priorities Short term:  PIE amendment legislation  Social housing bill enactment  Clarity on linkages with Medium density housing policy  Revised funding framework for social housing  Impact on constitutional court rulings on rental housing

17. Social housing priorities Medium to Long term:  Establishment of sector regulatory body  Linkages with phasing out and hostel programme  Related legislation changes (Tax, Co-operatives, Land, Municipal services, etc)  Changes in companies legislation

18. SHF budget KRA 1: Enhanced SH policy R2,14m KRA 2: Improved SHI’s skillsR5,88m EU SPSH supportR4,70m Support for Co-ops progR1,00m KRA 3: Informed, functioning sectorR1,39m KRA 4: Sourcing new donor fundingR0,02m KRA 5: SH network developedR3,01m KRA 6: Increased service value to SHI’sR6,27m TotalR24,41m

19. SHF budget Income sources National Department of HousingR15,3m R 4,7m Investment income (interest)R 0,8m DonorsR 5,3m TotalR26,1m

20. Broader Institutional Linkages

21. Thank You!