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United Nations |
A/RES/43/181 |
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General Assembly ![]() |
![]() 20 December 1988 Original: English |
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Forty-third session Agenda item 12 e Resolution adopted by the General Assembly |
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83rd plenary meeting
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Annex
I. Guidelines for Steps to be Taken at the National Level
A. Considerations for Governments when formulating a national shelter strategy1. A national shelter strategy must spell out clear operational objectives for the development of shelter conditions both in terms of the construction of new housing and the upgrading and maintenance of existing housing stock and infrastructure and services. 2. In the definition of those objectives, development of shelter should be seen as a process whereby conditions are gradually improved for both men and women. The objectives need to address the scale of the problem, while the "adequate" standard aimed at should be identified on the basis of an analysis of the standards and options affordable to the target population and society at large. The objectives should be based on a comprehensive view of the magnitude and nature of the problem and of the available resource base, including the potential contribution of men and women. In addition to finance, land, manpower and institutions, building materials and technology also have to be considered irrespective of whether they are held by the public or private, formal or informal sector. 3. The objectives of the shelter sector need to be linked to the goals of overall economic policy, social policy, settlement policy and environmental policy. 4. The strategy needs to outline the action through which the objectives can be met. In an enabling strategy, actions such as the provision of infrastructure may mean the direct involvement of the public sector in shelter construction. The objective of "facilitating adequate shelter for all" also implies that direct government support should mainly be allocated to the most needy population groups. 5. The public sector is responsible for developing and implementing measures for national shelter policies and for the adoption of measures to stimulate the desired action by other sectors. This can be done through measures in areas such as the locally based small-scale building-materials industry, appropriate financial schemes or training programmes. 6. Another important component is the development of administrative, institutional and legislative tasks that are the direct responsibility of the Government, for example, land registration and regulation of construction. 7. An analysis of affordability will provide the criteria for defining the right priorities and appropriate approaches and standards for public sector involvement. Likewise, such an analysis gives the criteria for planning the indirect involvement of the public sector, that is, the type of activities to be promoted and the appropriate way of going about it. 8. The appropriate institutional framework for the implementation of a strategy must be identified, which may require much institutional reorganization. Each agency involved must have a clear understanding of its role within the overall organizational framework and of the tasks expected of it. Mechanisms for the co-ordination of inter- and intra-agency activities need to be developed. Mechanisms such as shelter coalitions are recommended and may be developed in partnership with the private and non-governmental sectors. Finally, arrangements for the continuous monitoring, review and revision of the strategy must be developed.
B. Steps to be taken by Governments when implementing a national strategy9. Work for the preparation of the strategy must be organized. For instance, a task force may be appointed for the actual work and a steering committee ensuring high-level political commitment set up to guide its work. Alternatively it may be possible to use existing mechanisms. Equal participation of women should be ensured at all levels. 10. Needs and resources must be assessed. Estimates are required of the needs in housing construction and in upgrading and maintenance, including housing-related infrastructure, as well as of the resources that can be mobilized during the period to the year 2000 to cover those needs. 11. Shelter options and standards that are affordable by the target groups and society at large must be analysed, taking into account both the scale of need and all the resources available - finance, land, manpower and institutions, building materials and technology. 12. Objectives must be set for the construction of new housing and for the upgrading and maintenance of the existing housing stock in terms both of the scale of the activities and of the housing standards to be met. 13. Action must be identified through which those objectives can be realistically met. The estimated required resources for this action must not exceed those that can be made available by society. The action includes both direct government involvement and measures needed to encourage, facilitate and integrate active participation of other sectors in shelter delivery. 14. A plan of action must be prepared in consultation and partnership with non-governmental organizations, people and their representatives, which:
II. Guidelines for Steps to be Taken at the International Level15. International action will be necessary to support the activities of countries in their endeavour to improve the housing situation of their poor and disadvantaged inhabitants. Such assistance should support national programmes and use know-how available locally and within the international community. 16. The goal of external assistance should be to enhance and support national capabilities to develop and implement national action components of the Global Strategy for Shelter to the Year 2000. 17. Mutual co-operation and exchange of information and expertise between developing countries in human settlement work stimulate and enrich national human settlement work. 18. The United Nations Centre for Human Settlements (Habitat) will act as the co-ordinating agency in the implementation of the Global Strategy for Shelter to the Year 2000, on the basis of biennial plans to be drawn up with the involvement of experts working with Governments and the Centre at the regional and subregional levels. 19. As the co-ordinating agency for the Strategy, the United Nations Centre for Human Settlements (Habitat) will stimulate international and national action by incorporating the Strategy in its future medium-term plans and biennial work programmes. 20. An inter-agency-level working arrangement will be made within the existing budget to provide continuous co-ordination of the Strategy. 21. The United Nations Centre for Human Settlements (Habitat) will prepare a reporting format to facilitate monitoring by the Commission on Human Settlements of progress achieved in the implementation of the Global Strategy. |
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