1. 1 Gender-Responsive Planning and Budgeting By TERESITA M. SALUD Seminar-Workshop on Major Final Outputs and GAD Budgeting Department of Tourism Sept. 10, 2008

2. 2 GAD Budget Policy: Concept and Application Lessons Learned and Gains Challenges ContentsContents

3. 3 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 1987

4. 4 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/Instruments

5. 5 All agencies at the national, regional and local levels to include GAD concerns in their planning, programming and budgeting processes Executive Order No. 273 (Approving and Adopting the Philippine Plan for Gender Responsive Development, 1995-2005) Executive Order No. 273 (Approving and Adopting the Philippine Plan for Gender Responsive Development, 1995-2005)

6. 6 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 Policy

7. 7 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)

8. 8 Evolution: GAD Budget Policy Under General Provision of GAA 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

9. 9 Evolution: GAD Budget Policy Under General Provision of GAA 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

10. 10 Evolution: GAD Budget Policy Under General Provision of GAA Year Feature GAA 1999–2002 (Section 27/28) “Setting aside” has been replaced by “the cost of implementation of the GAD plan” shall be at least five percent of the agencies total budget appropriation 2003-2005 (Section 29/30)Conduct gender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 Five percent (5%) quota still maintained Review and collect sex disaggregated data

11. 11 Evolution: GAD Budget Policy Under General Provision of GAA 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 Five percent (5%) quota still maintained Utilization of GAD budget shall be evaluated based on GAD performance indications identified by agency/LGU

12. 12 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?

13. 13 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 Plan

14. 14 Logical Framework (Logframe) Approach in OPIF ANALYTICAL FRAMEWORK SOCIETAL GOALS SECTOR GOALS ORGANIZATIONAL OUTCOME MAJOR FINAL OUTPUTS P/A/Ps BUDGET Performance Indicator/s (Impact) (Outcome) (Outputs) Targets (Inputs)

15. 15 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

16. 16 PERFORMANCE MEASURES AND TARGETS M ajor F inal O utput (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

17. 17 M ajor F inal O utput (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 PERFORMANCE MEASURES AND TARGETS

18. 18 M ajor F inal O utput (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 PERFORMANCE MEASURES AND TARGETS

19. 19 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?

20. 20 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?

21. 21 Legislation/ Authorization (August – Dec.) Preparation (May – July) Accountability (August) Execution (Continuing) Budget Cycle/Stages Budget Call GAAAgency Performance Review Monitoring Forms National Expenditure Program

22. 22 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)

23. 23 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

24. 24 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 Lessons Learned

25. 25 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 GainsGains

26. 26 Clarified roles of oversight agencies: budget, national planning, women’s machinery GainsGains

27. 27 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 ChallengesChallenges

28. 28 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 Commitment

29. 29 “The most reliable measure of government’s political will to respond to women’s concerns is…how much it spends on them.”

30. 30 Thank you!