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Overview of Organizational Performance Indicator Framework. DEPARTMENT OF TOURISM 10 September 2008. By: Director RICALINDA N. ADRIATICO. OUTLINE. Organizational Performance Indicator Framework (OPIF) OPIF as key component of Public Expenditure Management (PEM) - PowerPoint PPT Presentation
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Overview ofOverview ofOrganizational Organizational Performance Performance
Indicator Indicator FrameworkFramework
By:Director RICALINDA N. ADRIATICO
DEPARTMENT OF TOURISM10 September 2008
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OUTLINEOUTLINE
I. Organizational Performance Indicator Framework (OPIF)
i. OPIF as key component of Public Expenditure Management (PEM)
ii. Logical Framework Approach to OPIF
iii. Performance Indicators
II. DOT’s FY 2008-2009 Budget
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Public Expenditure Management (PEM) is a public sector resource allocation
system that:
Gives reasonable assurance that new expenditures approved for a budget year can be funded over the medium term, and
Accords priority to expenditures that are oriented towards achieving desired outcomes.
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PEM OBJECTIVESPEM OBJECTIVES
Aggregate Fiscal Discipline
- living within our means
Allocative Efficiency
- spending on the “right things” or “right priorities”
Operational/Technical Efficiency
- obtaining the best value for money
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KEY COMPONENTS OF PEMKEY COMPONENTS OF PEM
Medium-Term Expenditure Framework (MTEF)
Organizational Performance Indicator Framework (OPIF)
Accountability/Flexibility Mechanism
Performance Incentives Consequences
Support Mechanism
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Organizational Performance Indicator Framework (OPIF)
A mechanism that induces government agencies to focus their efforts on delivering high/medium priority programs/activities/projects (PAPs) at reasonable cost and qualities.
A set of guidelines and structures for the identification of performance indicators of government organizations.
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The LogframeThe Logframe
Demonstrating a causal link between what you do, why, and how
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Links outcomes and outputs
Systematic and reasoned description Helps relate organizational activities to
its outcomes
What is a Logframe?What is a Logframe?
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Sectoral Goals
Organizational Outcomes
MFOs
P/A/Ps
Societal Goal
Alternative Terminology for OPIFAlternative Terminology for OPIF
OPIF Terms Results Chain
Impacts
Outcomes
Outputs
Activities
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A Societal GoalsSocietal Goals
Societal benefits derived from cumulative sectoral impacts Highest level of goals – the end points to be aimed for Are longer-term impacts achievable over a long period Influenced by a broad range of factors, some are
beyond agency’s control
Government’s ultimate policy objective, i.e. Government has the primary role in specifying outcomes Medium-Term Philippine Development Plan (MTPDP) or
other policy statements by the President Reflective of the Millennium Development Goals
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A Societal GoalsSocietal Goals
“Economic growth towards poverty reduction”
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A Sectoral GoalsSectoral Goals
Longer term sectoral impacts derived from the organizational outcomes
Influenced by a broad range of factors, some are beyond agency’s control
Intermediate, high level end-point leading to the Societal Goal
Government specifics sectoral goals, as intermediate outcomes towards the ultimate societal goals
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A Sectoral GoalsSectoral Goals
“Increased contribution of tourism to the national economy”
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A Organizational OutcomesOrganizational Outcomes
Concrete short to medium term impacts on, or benefits to clients and the community
Contribute to achievement of sectoral and societal goals
Departments are able to strongly influence outcomes
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A Organizational OutcomesOrganizational Outcomes
“Increased international visitors”
“Diversified tourism products and services”
“Increased quality of visitor experience”
“Widen tourism beneficiaries”
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A Major Final OutputsMajor Final Outputs
Goods and servicesGoods and services that a department or agency is mandated to deliver to external clientsexternal clients, funded by the Budget Consumed outside of the department or agency (i.e., end
user is external) Achieved through implementation of programs, activities
and projects (PAPs)
Contribute directly to attainment of organizational outcomes
Within the controlWithin the control of the department or the agency
Tangible and more easily quantified than outcomes
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A Major Final OutputsMajor Final Outputs
“Tourism promotion services for international and domestic
visitors”
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A Programs/Activities/Projects (PAPs)Programs/Activities/Projects (PAPs)
Key activities or integrated group of Key activities or integrated group of activities (programs) and projectsactivities (programs) and projects undertaken by the department/agency to achieve MFOs
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MFO 1 – Tourism promotion services for international and domestic visitors
Participation in international travel fairs, exhibits, and conferences
Public relations and information dissemination Promotion of tour packages Organization and promotion of special events Production of information materials and collaterals Conduct of sales missions
Programs/Activities/Projects (PAPs)Programs/Activities/Projects (PAPs)
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Sectoral Goals
Organizational Outcomes
MFOs
P/A/Ps
Societal Goal
Influence and Accountability in the LOGFRAME
Influence and Accountability in the LOGFRAME
Which leads to…
Which leads to…
Which leads to…
Which leads to…
Incre
as
ing
Ca
pa
city to
Influ
enc
e
Incre
as
ing
Le
vel o
f Acc
ou
ntab
ility
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A Constructing a LogframeConstructing a Logframe
Can be “top-down”, or “bottom-up” Top down: starting with outcomes and working “down” to
outputs and activities Bottom up: starting with activities and outputs and
working “up” towards outcome
Source documents include: Mandates and legislation Government planning (such as MTPDP, SPM, etc.0 Policies Performance monitoring and/or evaluation reports Departmental planning
Should be produced through a stakeholder consultation process
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A How is a Logframe Used?How is a Logframe Used?
Tells a story about why, what and how your agency delivers its services
Helps agency focus on core activities that deliver benefits
Helps set priorities for allocating resources by identifying critical outputs and activities
Can be used as the basis for corporate planning
Provides direction towards identification of performance indicators
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NBC 501 (2005) defines performance indicators as:
“performance measures to be used for the assessment of the delivery of MFOs contributing to organizational outcomes”
Performance IndicatorsPerformance Indicators
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Two types of Performance Indicators:For Organizational OutcomesFor MFOs
Performance indicators for MFOs are important, but it is also important to monitor outcomes
Initial focus under OPIF is on performance indicators for MFOs
Performance IndicatorsPerformance Indicators
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HowMuchdid we do?
( # )
HowWell
did we do it?
( % )
Client satisfaction, access, timeliness, accuracy, cost
Quantity Quality
Performance IndicatorsPerformance Indicators
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A Performance IndicatorsPerformance Indicators
EfficiencyDid we do it right?
EffectivenessDid we do right thing?
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Output Indicators: No. of promotion and information drives
undertaken in key tourist markets No. of media invitees
No. of tour operators accredited
Outcome Indicators: No. of tourist arrivals Tourism receipts No. of jobs generated
Performance IndicatorsPerformance Indicators
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S - S - Specific – relate to results you are trying to achieve
M - M - Measurable – stated in quantifiable terms
A - A - Achievable – realistic in what is to be achieved
R - R - Relevant – logically related to MFO described
T -T - Time-bound – stated with target dates
Characteristics of Good PIsCharacteristics of Good PIs
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- A FY 2008 BudgetFY 2008 Budget
The funds to cover the FY 2008 requirements for 10% Salary Increase10% Salary Increase, including corresponding adjustments in Year-End Benefits (YEB)Year-End Benefits (YEB) and
government counterpart contributions in PHILHEALTH, ECIP and RLIPPHILHEALTH, ECIP and RLIP of national
government personnel pursuant to:
EO No. 611 – effective July 2007, and
EO No. 719 – effective July 2008
SARO – Released the full requirements till December 31, 2008, while
NCA – Released up to September 30, 2008.
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- A FY 2008 BudgetFY 2008 Budget
Amount in Thousand Pesos
P S M O O E C O TOTAL
Appropriation 257,550 1,188,059 27,647 1,473,256
Released Allotment 178,644 699,315 12,169 890,128
Unreleased 78,906 488,744 15,478 583,128
Released Allotment is equivalent to:
PS = January 1 to September 30, 2008
MOOE & CO = Jan. 1 to Mar. 31 (Obligational Authority) plusplus 50% of the Not Needing Clearance (NNC) of the ABM oror April 1 to August 15
requirements
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- A FY 2008 BudgetFY 2008 Budget
Amount in Thousand Pesos
P S M O O E C O TOTAL
For Later Release 59,597 409,914 - 469,511
Needing Clearance 19,309 78,830 15,478 113,617
Unreleased 78,906 488,744 15,478 583,128
“For Later Release” is subject to the results of the Agency Performance Review (APR)Agency Performance Review (APR) as provided under NBC No. 515 dated March 25, 2008, re: Guidelines on the Release of Funds for FY 2008.
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- A FY 2008 BudgetFY 2008 Budget
Results of the APR covering the period January to June, 2008 shall be used as basis in determining the necessity of
additional release of funds to cover the 4th quarter operating requirements of the agency.
The APR shall be based on the submission of the ff:
Budget Execution Documents (BEDs)
Physical and Financial Plan
Monthly Cash Program
Estimate of Monthly Income Budget Accountability Reports (BARs)
Quarterly Physical Report of Operations
Quarterly Financial Report of Operations
Quarterly Report of Actual Income
Statement of Allotment, Obligations and Balances
Monthly Report of Disbursements
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- A FY 2008 BudgetFY 2008 Budget
“Needing Clearance” portions pertains to the Congressional Initiatives which shall be released upon submission of the following:
Endorsement of the following:
Lower House – Speaker of the House and Chairman, Committee on
Appropriations
Upper House – Senate President and Chairman, Committee on Finance
DOT Secretary
Project Profile
Performance Targets/Outputs consistent with the OPIF
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Increase in RATA
KEY POSITIONS
FY 2008 GAA
FY 2009 NEP
Dept. Secretaries 9,500 10,900
Dept. Undersecretaries 7,500 8,600
Dept. Assistant Secretaries 6,700 7,700
Bureau Directors & Dept. Regional Directors 6,000 6,900
Asst. Bureau Directors 5,400 6,500
Asst. Bureau Regional Directors 4,800 6,000
Chief of Divisions 3,500 4,000
FY 2009 BudgetFY 2009 Budget
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- A FYs 2007 - 2009 BudgetFYs 2007 - 2009 Budget
FY 2007 GAA
FY 2008 GAA
FY 2009 NEP
Php1,379,442,000 Php1,473,256,000 Php1,523,284,000
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- A In everything you In everything you
do put GOD do put GOD first, first, and He will direct and He will direct
you you and crown your and crown your efforts efforts
with successwith success
Proverbs 3:6Proverbs 3:6
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Thank You Thank You and and Good Day to Good Day to Everyone!Everyone!
