Questions/Answers

Abu Dhabi Emirate initiated its social housing scheme in 1975. Over time, it started to face significant challenges that adversely affected its effectiveness, service delivery and citizens’ satisfaction. Objective of initiative is to: a. Develop housing laws, regulations, policies that are focused on underprivileged citizen’s e.g. poor, people with special needs (Determined people), women, etc. e.g. since 2014, AED 5.021 billion worth of loan exemptions have been granted to 12,332 needy families. b. Review and establish policies and programs which are simple, clear, easy to understand by citizens and can be implemented effectively. c. Enhance transparency and integrity in policies, eligibility conditions, allocation of housing benefits and gain the trust of citizens. E.g. Citizens satisfaction with transparency of policies and programs currently 74 %. d. Radically simplify citizen’s journey by creating a one-stop shop wherein citizen can register for services, conveniently, 24x7, using only Emirate’s ID card. e. Establish accountability of all stakeholder involved in social housing value chain. f. Study and manage housing demand and supply to optimize utilization of government resources g. Speed up allocation of housing benefits. h. Continually engage with citizens to understand their current and future needs and expectations as to align policies, programs accordingly.

a. Innovation: Developed pioneering integrated digital platform connecting 20 Entities providing real time citizens’ information. b. Effectiveness: Continuing increasing trend of citizens with housing benefits. As of 2018, 83 % of citizens own housing. c. Efficiency: Time taken to apply for benefit radically reduced from weeks to 11 minutes. d. Accessibility: Significantly enhance accessibility to services with 42 F2F & digital channels to register for service. e. Partnership: Signed 32 MOUs and 11 SLAs with public and private entities to deliver services. f. Transparency: Policies and programs communicated through all channels. g. Accountability: Governance framework covering various Entities established.

ADHA’s vision of “Providing Suitable Housing to all Emiratis of Abu Dhabi” is directly linked to SDG Goal No. 11.1 “ensure access for all to adequate, safe and affordable housing and basic services”. ADHA ensures the supporting infrastructure and community facilities are developed as per “ADHA’s National Housing Guidelines for integrated communities” Guidelines cover environmental, cultural and social aspects. This is aligned with SDG Goal no. 11.3 to “enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management”. Till date AED 25.49 billions worth of investments made in developing sustainable infrastructure.

Since establishment, housing policies considered needs of vulnerable citizen’s e.g. poor, women, sr. citizens, determined people. Eligibility criteria provides higher priority for them. In Nov. 2017, policies updated with greater focus on vulnerable sections e.g. a. Limited income level raised from AED 15K to 20K making more people eligible for benefits. b. Earlier age limitation of 27 years for widow female removed. c. Elderly female enjoys more flexibility. d. No minimum eligibility conditions for determined people e. Children below 21 can now buy a serviced residential land with minimal cost. House design considers needs of senior citizens and determined people e.g. compliance with universal accessibility code, wheelchair accessibility) 1. Since 2014, 21,177 women attained housing benefits. 2. By 2018, 83% of Emiratis will be owning Government granted housing. 3. By 2018, average waiting time for housing benefit 6.2 years. 4. 1440 applications for determined citizens (visual impairment, physical disability etc.) approved by Q3 2018. 5. More than 3,000 beneficiaries were relocated from poorly serviced areas to comprehensive communities. 6. 26 % female applications – up from 15 % prior to establishment of ADHA. 7. 37,174 lands and 4,184 houses with investment of AED 34.89 billion committed for next 5 years.

a. Pioneering, simplified paperless customer journeys. Citizen can register for services using only ID card in 70 seconds through IVR. b. Accessing applicant’s data, on real-time basis for registration and allocation. c. GIS dashboard displaying plot ownership, facilities enabling allocation of only in developed communities. Now no need for citizens to visit far off places. Other innovative solutions offered saving cost, time & effort for citizens while ensuring minimum quality e.g. a. Bayti: 86 house designs offered free to beneficiaries. Till date, beneficiaries have saved AED 2 million. b. Bait Amer: Registering suppliers to offer discounts on building materials etc.

The concept of accessing citizens’ data, on real time basis, by integrating with other Entities was an adaptation of a successful operating model used by Abu Dhabi Health Services Company for managing patient’s records “e-File” system. To evaluate financial status of citizens, ADHA used core banking IT system. ADHA also conducted detailed benchmarking studies with Brunei, England, Turkey, USA etc. covering legislative framework, supply and demand factors, urban planning, housing development models, etc. ADHA’s experience of integrating IT applications to access citizens’ socio-economic data such as marital status, liabilities, is replicated by UAE Ministry of Infrastructure Development at national level.

ADHA shares its experience of housing programs for underprivileged, enhancing transparency, accessing citizens’ data, simplifying customer journeys, demand supply etc. with many entities in UAE and GCC in different ways e.g.: a. Ministry of Housing, Saudi Arabia, October.2018 b. Ministry of Infrastructure Development, UAE. March.2018 c. GITEX, 2016, 2017, 2018 d. Sharjah Directorate of Housing, UAE, April. 2015 ADHA’s Housing Program operating model is identified as a best practice and is now being adapted at UAE federal level. ADHA also shares its experience in conferences e.g. Abu Dhabi E-Government Forum, 2015. Next one is in Social Housing conference, Bahrain, Dec.2018.

During establishment phase, consultants were engaged to study the legislation, global best practices, adopting technologies and provide recommendations. Housing policies and programs were developed fully by internal resources; a cross-functional team from different functions (Policy development, Legal affairs, Strategy, Research etc.) For digitization of citizens’ data and developing IT application systems, ADHA utilized existing ICT infrastructure provided by Abu Dhabi Government. Financial resources of about AED 43 million were invested for buying and maintaining hardware & software. Moreover, ADHA invested billions in developing infrastructure, land and housing communities. ADHA also used GIS capabilities in successfully managing the available housing stock.

As part of UAE vision 2021, in June 2018, H.H. Sheikh Mohammed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi announced sweeping social support program to improve living standards and provide financial assistance for housing. Social sustainability: Using customer engagement strategies e.g. surveys, ADHA continually engages with citizens. This ensures voice of citizens is considered and policies and programs revised and aligned accordingly. e.g. in Nov. 2017 policy change announcements, decent living line income raised from 15K to 20K. Plus social & humanitarian manual was developed in 2018. Economic sustainability: For future generations, based on 2015-2020 demand – supply study, AD Government has committed 5 years of financial resources for Capital Housing Projects (37,174 lands and 4,184 houses with investment of AED billion 34.89 inclusive of infrastructure cost of AED billion 25.49). In addition, Rulers have announced building 15000 housing units during the next 3 years. ADHA continues to invest in state of the art ICT & GIS technologies, including digitization to serve its citizens. Environment sustainability: ADHA has incorporated “Estidama Pearl Rating System” – sustainable development framework for construction section in National housing guidelines for integrated communities” and enforces its implementation through Musanada - ADHA’s delivery arm for building communities.

Yes

In 2018, Zayed University, UAE’s leading university, conducted independent assessment of ADHA’s policies and programs covering socio, economic and environment aspects. Evaluation was led by Dr. Omid, Rouhani, Assistant Professor and adopted review of KPIs, Customer feedback, meetings with stakeholders etc. covering following scope: a. Achievement of ADHA’s mandate in e.g. housing benefits allocations to needy citizens, family stability etc. b. ADHA’s role in enhancing governance, accountability, integrity among stakeholders in housing value chain . c. Sustainability of ADHA’s housing programs d. Compliance to applicable legislation . e. Citizens’ satisfaction with ADHA’s programs in terms of transparency, efficiency, etc.

a. Number and value of benefits allocated (lands, loans, houses) by different segments e.g. widows, divorce, limited income. b. Percentage of citizen households owning government granted housing. c. Average waiting time to obtain the benefit. d. Citizens’ satisfaction with policies, services, communication. e. Total amount of exemptions granted to needy including number of families benefited. f. Number and value of houses built and land developed with infrastructure in Emirate of Abu Dhabi. g. Compliance to applicable laws and regulations h. Future demand - supply of housing benefits i. Digitization of services including digital maturity index j. Service delivery channels etc.

A. Major achievements on social environmental, economic aspects: a. Strong focus on needy citizens b. Enhanced integrity & transparency of programs c. Radically simplified customer journey d. Higher rate of Emirati families benefiting from housing benefits e. Reduced time to deliver benefits f. Improved accessibility g. Enhanced citizens’ satisfaction with policies, programs, services h. Innovative solutions i. Effective utilization of government resources B. Future areas for improvement: a. Enhance partnership with private sector. b. Enhance clarity in policies and stakeholders’ roles . c. Update Supply and Demand model. d. Reduce time and cost of construction for houses / infrastructure.

ADHA identified all key stakeholders involved in national housing value chain from market studies, design of policies, services, systems, till delivery of benefits and their subsequent management. ADHA has built mutually beneficial strategic partnerships with 40 federal, local and private sector Entities and signed MOUs & SLAs which define roles, responsibilities, value proposition etc. e.g.: a. Policy-making: Partnered with GSEC, Family Development Foundation etc. to develop and communicate laws, regulations, eligibility criteria etc. b. Data integration: To readily access citizens personal, social, income, property data, on real time basis, ADHA partnered with 20 entities e.g. Pensions and Retirements Fund to integrate IT systems. c. Disbursing Interest Free Loans: Partnered with FAB for disbursement and management of loans. d. Building Communities: Partnered with Musanada. e. Delivery of Houses: Collaborated with Municipalities. Till date, about 22,733 public house & 55,629 residential land delivered to beneficiaries. f. Registering services through 27 service centers of Municipality. g. Engineering inspection of houses by Municipalities, etc. h. Land and House Bank: Collaborated with six Entities to integrate GIS systems for enhanced efficiency & accuracy in planning housing communities, allocating lands etc. i. ADHA started adopting international best practices standards ISO 44000 for stakeholder management.

a. Continually engage with citizens. Understand their needs to improve policies, programs, services. b. Identify all stakeholders in housing value chain & build sustainable mutually beneficial relationship. c. Use technology to enhance efficiencies, build smart and sustainable communities. d. Forecasting demand and supply is essential to planning capital expenditures, optimal utilization of resources etc. e. Reduce cost of construction and maintenance of communities. Major areas of improvement: a. Use big data analytics to gain deeper customer insights for improving policies etc. b. Enhance shared planning, alignment and prioritization among stakeholders. c. Develop incentives to attract private sector to invest in national housing sector d. Refresh demand – supply model