Transcript GAD Planning - VisitMyPhilippines.com

Gender-Responsive
Planning and
Budgeting
By
TERESITA M. SALUD
Seminar-Workshop on Major Final Outputs
and GAD Budgeting
Department of Tourism
Sept. 10, 2008
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Contents
GAD Budget Policy: Concept and
Application
Lessons Learned and Gains
Challenges
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Philippine Constitution of 1987
Article II, Section 14 – “The state
recognizes the role of women in nation
building,
and
shall
ensure
the
fundamental equality before the law of
women and men.”
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Key Governing Policies/Instruments
Philippine Development Plan for Women
(1989-1992)
Prioritization and allocation of funds to
programs and projects for women
Generation of assistance from international
agencies
Republic Act No. 7192 (Women in Nation
Building Act)
“Set aside 5-30% of Official Development
Assistance (ODA) for programs and activities for
women”
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Executive Order No. 273
(Approving and Adopting the Philippine Plan for
Gender Responsive Development, 1995-2005)
All agencies at the national, regional
and local levels to include GAD
concerns
in
their
planning,
programming and budgeting processes
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GAD Budget Policy
An
enabling
mechanism
for
the
implementation
of
programs/projects/
activities that would lead to achieve
women’s improvement and gender equality
Helps transform a gender-blind budget to
one that is gender-responsive
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Evolution: GAD Budget Policy
Under General Provision of GAA
Year
Feature
GAA 1995 (Section 27)
1996 – 1997 (Section 27)
1998 (Section 28)
1999 – 2002 (Section 27)
2003 – 2005 (Section 29/30)
2006 – 2007 (Section 30)
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Evolution: GAD Budget Policy
Under General Provision of GAA
Year
GAA 1995 (Section 27)
1996 – 1997 (Section 27)
Feature
Set aside an amount
out of the agencies’
appropriations to be used
for projects designed to
address gender issues
Set aside minimum
amount of five percent
(5%) out of the agencies
appropriations for projects
designed to address
gender issues
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Evolution: GAD Budget Policy
Under General Provision of GAA
Year
GAA 1998 (Section 28)
Feature
Expanded the coverage to
include: state universities
and colleges (SUC) and
instrumentalities including
government owned and/or
controlled corporations
Five percent (5%) quota
still maintained
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Evolution: GAD Budget Policy
Under General Provision of GAA
Year
GAA 1999–2002 (Section 27/28)
2003-2005 (Section 29/30)
Feature
“Setting aside” has been replaced
by “the cost of implementation of the
GAD plan” shall be at least five
percent of the agencies total budget
appropriation
Conduct gender analysis of
agency policies and programs
Prioritize massive information
campaign
Activate participation of women’s
group
Five percent (5%) quota still
maintained
Review and collect sex disaggregated
data
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Evolution: GAD Budget Policy
Under General Provision of GAA
Year
GAA 2006–2007 (Section 29/30)
Feature
Conduct gender analysis of agency
policies and programs Prioritize
massive information campaign
Activate participation of women’s
group
Review and collect sex disaggregated
data
Five percent (5%) quota still
maintained
Utilization of GAD budget shall be
evaluated based on GAD performance
indications identified by agency/LGU
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What is A GAD Plan?
A systematically designed set of
programs, activities and projects
(PAPs) carried out by agencies/LGUs
over a given period of time to address
gender issues and concerns in their
respective sectors and constituents
It systemizes an agency’s approach to
gender mainstreaming and women’s
empowerment
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Considerations in developing a GAD Plan
Mandate
International
and
national
commitments (BPA, CEDAW, PPGD,
FPW, MTPDP)
Gender issues of the agency (both
organization-focused
and
clientbased) based on the conduct of
gender analysis
Mainstream agency/LGU plan
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ANALYTICAL FRAMEWORK
Logical Framework (Logframe) Approach in OPIF
(Impact)
SOCIETAL GOALS
SECTOR GOALS
(Outcome)
(Outputs)
ORGANIZATIONAL OUTCOME Performance
Indicator/s
MAJOR FINAL OUTPUTS
P/A/Ps
(Inputs)
BUDGET
Targets14
LOGICAL FRAMEWORK
Societal goal
Economic growth towards poverty reduction
Sectoral goal
Increased contribution of tourism to the
national security
Organizational
Outcomes
Major Final
Outputs
Programs
/Activities
/Projects
Increased
international
visitors
Diversified
tourism products
and services
Tourism Promotion services
for international and
domestic visitors
Increased quality
of visitor
experience
Tourism development
planning services
Widen tourism
beneficiaries
Standards for tourism
facilities and services
Public relations and
information dissemination
Review and updating of national
and regional tourism master plan
Accreditation of tourism
facilities and services
Promotion of tour packages
Capacity building for LGUs on
tourism planning
Formulation/enhancement of
standards for tourism
industry
Organization and promotion of
special events
Coordination with private
sector, LGUs and other
stakeholders for the
implementation of special
events
Production of information
materials and collaterals
Participation in international
travel fairs, exhibits, and
conferences
Conduct of sales missions
Product development
Formulation and updating of
tourism policies and guidelines
Conduct of statistical surveys and
studies
Monitoring of tourism plans and
programs
Participation in international and
regional cooperation, agreements
and treaties
Coordination and conduct of
studies on sustainable tourism
Extension of technical
assistance to tourism
projects and prospective
investors
Technical assistance to
tourism project proponents,
LGUs, prospective investors
& agencies & concerned
institutions
Skills upgrading and training
for tourism industry
manpower and LGUs
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PERFORMANCE MEASURES AND TARGETS
Major
Final
Output
(MFO) 1
TOURISM PROMOTION SERVICES FOR INTERNATIONAL AND
DOMESTIC VISITORS
Performance Indicators:
1.
No. of promotions and information drives undertaken in key
tourist markets (travel fairs and exhibitions, business/ selling
missions, sales calls, joint promotions, advertising, etc.)
2.
No. of media invitees
3.
No. of circulation and reach of media invitational
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PERFORMANCE MEASURES AND TARGETS
Major
Final
Output
(MFO) 2
TOURISM DEVELOPMENT PLANNING SERVICES
Performance Indicators:
1.
No. of tourism development plans formulated and updated
2.
No. of regional tourism master plans monitored and
updated
3.
No. of tourism products developed
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PERFORMANCE MEASURES AND TARGETS
Major
Final
Output
(MFO) 3
STANDARDS FOR TOURISM FACILITIES
AND SERVICES
Performance Indicators:
1.
No. of hotels and tourism-related establishments (TREs)
accredited and monitored
2.
No. of tour operators accredited
3.
No. of tourism industry, manpower, LGUs, NGOs trained
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How is a GAD plan prepared?
Conduct gender analysis and define
gender issues
Define GAD objectives
Identify entry points (in relation to
mainstream plan)
Identify targets and define indicators
Allocate resources
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What is A GAD Budget?
Cost of implementing the GAD plan
Part of an agency’s or LGU’s annual
appropriation (not a separate amount
from the regular budget)
At least 5% of the total budget allocated
for GAD-related programs, projects and
activities and improvement of the status
of women
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Budget Cycle/Stages
Preparation
(May – July)
National
Expenditure
Program
Budget Call
Accountability
(August)
Legislation/
Authorization
(August – Dec.)
Agency Performance Review
GAA
Execution
(Continuing)
Monitoring Forms
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Joint Circular No.2004-1 (Salient Features)
Enhanced definition of GAD-related
concepts and other budget related terms
Concrete
examples
and
specific
instructions in accomplishing the GAD
Plan
and
Budget
and
GAD
Accomplishment Report forms
Detailed Procedural Guidelines
Functions of the oversight agencies (i,e.
DBM, NEDA, and NCRFW)
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Guiding Principles in Gender Budgeting
GAD Budget is not just about “how much
money is available or allocated”
GAD Budget
allocation
is
not
an
additional
GAD Plans are formulated within the
context of overall agency plans and
programs
GAD indicators need to be defined
Focus on the application/utilization of
GAD Budget
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Lessons Learned
Determined and consistent advocacy
with consciousness raising
Favorable laws and policies and
measurable targets
Detailed Guidelines
Technical competence and assistance
Thorough understanding of fiscal
planning and budgeting cycle
Monitoring system
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Gains
Major advocacy tool for women
Mainstreamed gender in resource
allocation system
Focused attention on GAD as
government agenda
Persuaded agencies to look at gender
in their work
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Gains
Clarified
roles
of
oversight
agencies:
budget,
national
planning, women’s machinery
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Challenges
GAD plans submitted only for compliance
Lack of sex-disaggregated data crucial
for gender analysis and GAD planning
Weak political and popular support
Limited technical capabilities and
expertise of agencies and LGUs on
gender planning and budgeting
Lack of mechanisms to track progress
and measure impact; monitoring
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Sustaining Commitment
Move from quota-based to performancebased budgeting (from 5% quota
towards influencing the 95% of budget)
Enhance GAD planning and budgeting
guidelines (local level)
Encourage civil society participation
Translate plans into concrete programs
of actions
Encourage agencies
compliance
to
go
beyond
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“The most reliable measure of
government’s political will to
respond to women’s concerns
is…how much it spends on
them.”
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Thank you!
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