1 Gender-Responsive Planning and Budgeting By TERESITA M. SALUD Seminar-Workshop on Major Final Outputs and GAD Budgeting Department of Tourism Sept. 10,

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Gender-Responsive Gender-Responsive Planning and Planning and

BudgetingBudgeting

Gender-Responsive Gender-Responsive Planning and Planning and

BudgetingBudgeting

ByBy

TERESITA M. SALUDTERESITA M. SALUD

Seminar-Workshop on Major Final Outputs Seminar-Workshop on Major Final Outputs and GAD Budgetingand GAD Budgeting

Department of TourismDepartment of TourismSept. 10, 2008 Sept. 10, 2008

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GAD Budget Policy: Concept and Application

Lessons Learned and Gains

Challenges

ContentsContentsContentsContents

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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.”

Philippine Constitution of 1987Philippine Constitution of 1987Philippine Constitution of 1987Philippine Constitution of 1987

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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”

Key Governing Policies/InstrumentsKey Governing Policies/InstrumentsKey Governing Policies/InstrumentsKey Governing Policies/Instruments

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All agencies at the national, regional and local levels to include GAD concerns in their planning, programming and budgeting processes

Executive Order No. 273Executive Order No. 273(Approving and Adopting the Philippine Plan for(Approving and Adopting the Philippine Plan forGender Responsive Development, 1995-2005)Gender Responsive Development, 1995-2005)

Executive Order No. 273Executive Order No. 273(Approving and Adopting the Philippine Plan for(Approving and Adopting the Philippine Plan forGender Responsive Development, 1995-2005)Gender Responsive Development, 1995-2005)

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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

GAD Budget PolicyGAD Budget PolicyGAD Budget PolicyGAD Budget Policy

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Evolution: GAD Budget PolicyEvolution: GAD Budget PolicyEvolution: GAD Budget PolicyEvolution: 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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Year Feature

GAA 1995 (Section 27) Set aside an amount out of the

agencies’ appropriations to be used for projects designed to address gender issues

1996 – 1997 (Section 27) Set aside minimum amount of five

percent (5%) out of the agencies appropriations for projects designed to address gender issues

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Year Feature

GAA 1998 (Section 28) 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 PolicyEvolution: GAD Budget PolicyEvolution: GAD Budget PolicyEvolution: GAD Budget PolicyUnder General Provision of GAA

Year Feature

GAA 1999–2002 (Section 27/28) “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

2003-2005 (Section 29/30) Conduct gender analysis of agency policies and programs

Prioritize massive information campaign

Activate participation of women’s group


Review and collect sex disaggregated data

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Year Feature

GAA 2006–2007 (Section 29/30) Conduct gender analysis of agency policies and programs Prioritize massive information campaign

Activate participation of women’s group

Review and collect sex disaggregated data


Utilization of GAD budget shall be evaluated based on GAD

performance indications identified by agency/LGU

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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

What is A GAD Plan?What is A GAD Plan?What is A GAD Plan?What is A GAD Plan?

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Mandate

International and national commitments (BPA, CEDAW, PPGD, FPW, MTPDP)

Gender issues of the agency (both organization-focused and client-based) based on the conduct of gender analysis

Mainstream agency/LGU plan

Considerations in developing a GAD PlanConsiderations in developing a GAD PlanConsiderations in developing a GAD PlanConsiderations in developing a GAD Plan

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Logical Framework (Logframe) Approach in OPIF

ANALYTICAL FRAMEWORKANALYTICAL FRAMEWORK

SOCIETAL GOALS

SECTOR GOALS

ORGANIZATIONAL OUTCOME

MAJOR FINAL OUTPUTS

P/A/Ps

BUDGET

Performance Indicator/s

(Impact)

(Outcome)

(Outputs)

Targets(Inputs)

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LOGICAL FRAMEWORK

Societal goal

Organizational Outcomes

Major Final Outputs

Programs/Activities/Projects

Economic growth towards poverty reduction

Increased contribution of tourism to the national security

Increased international

visitors

Diversified tourism products

and services

Widen tourism beneficiaries

Increased quality of visitor

experience

Tourism Promotion services for international

and domestic visitors

Tourism development planning services

Standards for tourism facilities and services

Public relations and information dissemination

Promotion of tour packages

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

Review and updating of national and regional tourism master plan

Capacity building for LGUs on tourism planning

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

Accreditation of tourism facilities and services

Formulation/enhancement of standards for tourism industry

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

Sectoral goal

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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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Major

Final

Output

(MFO) 2

TOURISM DEVELOPMENT PLANNING SERVICES


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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Major

Final

Output

(MFO) 3

STANDARDS FOR TOURISM FACILITIES

AND SERVICES


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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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

How is a GAD plan prepared?How is a GAD plan prepared?How is a GAD plan prepared?How is a GAD plan prepared?

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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

What is A GAD Budget?What is A GAD Budget?What is A GAD Budget?What is A GAD Budget?

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Legislation/Authorization

(August – Dec.)

Preparation(May – July)

Accountability(August)

Execution(Continuing)

Budget Cycle/StagesBudget Cycle/StagesBudget Cycle/StagesBudget Cycle/Stages

Budget Call

GAAAgency Performance Review

Monitoring Forms

National Expenditure

Program

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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)

Joint Circular No.2004-1 (Salient Features)Joint Circular No.2004-1 (Salient Features)Joint Circular No.2004-1 (Salient Features)Joint Circular No.2004-1 (Salient Features)

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GAD Budget is not just about “how much money is available or allocated”

GAD Budget is not an additional allocation

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

Guiding Principles in Gender Budgeting Guiding Principles in Gender Budgeting Guiding Principles in Gender Budgeting Guiding Principles in Gender Budgeting

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Determined and consistent advocacy with consciousness raisingFavorable laws and policies and measurable targetsDetailed GuidelinesTechnical competence and assistanceThorough understanding of fiscal planning and budgeting cycleMonitoring system

Lessons LearnedLessons LearnedLessons LearnedLessons Learned

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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

GainsGainsGainsGains

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Clarified roles of oversight agencies: budget, national planning, women’s machinery

GainsGainsGainsGains

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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

ChallengesChallengesChallengesChallenges

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Move from quota-based to performance-based 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 to go beyond compliance

Sustaining CommitmentSustaining CommitmentSustaining CommitmentSustaining Commitment

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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!

Documents

1 Gender-Responsive Planning and Budgeting By TERESITA M. SALUD Seminar-Workshop on Major Final Outputs and GAD Budgeting Department of Tourism Sept. 10,