1. Budget and Management Bureau - A Overview of Organizational Performance Indicator Framework By: Director RICALINDA N. ADRIATICO DEPARTMENT OF TOURISM 10 September 2008

2. Budget and Management Bureau - A OUTLINE 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

3. Budget and Management Bureau - A 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.

4. Budget and Management Bureau - A PEM 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

5. Budget and Management Bureau - A KEY COMPONENTS OF PEM  Medium-Term Expenditure Framework (MTEF)  Organizational Performance Indicator Framework (OPIF)  Accountability/Flexibility Mechanism  Performance Incentives Consequences  Support Mechanism

6. Budget and Management Bureau - A 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.

7. Budget and Management Bureau - A The Logframe Demonstrating a causal link between what you do, why, and how

8. Budget & Management Bureau A Links outcomes and outputs  Systematic and reasoned description  Helps relate organizational activities to its outcomes What is a Logframe?

9. Budget & Management Bureau A Sectoral Goals Organizational Outcomes MFOs P/A/Ps Societal Goal Alternative Terminology for OPIF OPIF TermsResults Chain Impacts Outcomes Outputs Activities

10. Budget & Management Bureau A Societal 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

11. Budget & Management Bureau A Societal Goals “Economic growth towards poverty reduction”

12. Budget & Management Bureau A Sectoral 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

13. Budget & Management Bureau A Sectoral Goals “Increased contribution of tourism to the national economy”

14. Budget & Management Bureau A Organizational 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

15. Budget & Management Bureau A Organizational Outcomes “Increased international visitors” “Diversified tourism products and services” “Increased quality of visitor experience” “Widen tourism beneficiaries”

16. Budget & Management Bureau A Major Final Outputs  Goods and services external clients  Goods and services that a department or agency is mandated to deliver to external 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 control  Within the control of the department or the agency  Tangible and more easily quantified than outcomes

17. Budget & Management Bureau A Major Final Outputs “Tourism promotion services for international and domestic visitors”

18. Budget & Management Bureau A Programs/Activities/Projects (PAPs) Key activities or integrated group of activities (programs) and projects Key activities or integrated group of activities (programs) and projects undertaken by the department/agency to achieve MFOs

19. Budget & Management Bureau A 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)

20. Budget & Management Bureau A 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… Increasing Capacity to Influence Increasing Level of Accountability

21. Budget & Management Bureau A Constructing 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

22. Budget & Management Bureau A 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

23. Budget & Management Bureau A  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 Indicators

24. Budget & Management Bureau A  Two types of Performance Indicators:  For Organizational Outcomes  For 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 Indicators

25. Budget & Management Bureau A How Much did we do? ( # ) How Well did we do it? ( % ) Client satisfaction, access, timeliness, accuracy, cost Quantity Quality Performance Indicators

26. Budget & Management Bureau A Performance Indicators Efficiency Did we do it right? Effectiveness Did we do right thing?

27. Budget & Management Bureau A 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 Indicators

28. Budget & Management Bureau A  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 PIs

29. Budget and Management Bureau - A FY 2008 Budget 10% Salary Increase Year-End Benefits (YEB) PHILHEALTH, ECIP and RLIP The funds to cover the FY 2008 requirements for 10% Salary Increase, including corresponding adjustments in Year-End Benefits (YEB) and government counterpart contributions in PHILHEALTH, 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.

30. Budget and Management Bureau - A FY 2008 Budget Amount in Thousand Pesos P SM O O EC OTOTAL Appropriation257,5501,188,05927,6471,473,256 Released Allotment178,644699,31512,169890,128 Unreleased78,906488,74415,478583,128 Released Allotment is equivalent to: PS = January 1 to September 30, 2008 plus or MOOE & CO = Jan. 1 to Mar. 31 (Obligational Authority) plus 50% of the Not Needing Clearance (NNC) of the ABM or April 1 to August 15 requirements

31. Budget and Management Bureau - A FY 2008 Budget Amount in Thousand Pesos P SM O O EC OTOTAL For Later Release59,597409,914-469,511 Needing Clearance19,30978,83015,478113,617 Unreleased78,906488,74415,478583,128 Agency Performance Review (APR) “For Later Release” is subject to the results of the Agency Performance Review (APR) as provided under NBC No. 515 dated March 25, 2008, re: Guidelines on the Release of Funds for FY 2008.

32. Budget and Management Bureau - A FY 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 4 th 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

33. Budget and Management Bureau - A FY 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

34. Budget and Management Bureau - A  Increase in RATA KEY POSITIONS FY 2008 GAA FY 2009 NEP Dept. Secretaries9,50010,900 Dept. Undersecretaries7,5008,600 Dept. Assistant Secretaries6,7007,700 Bureau Directors & Dept. Regional Directors 6,0006,900 Asst. Bureau Directors5,4006,500 Asst. Bureau Regional Directors4,8006,000 Chief of Divisions3,5004,000 FY 2009 Budget

35. Budget and Management Bureau - A FYs 2007 - 2009 Budget FY 2007 GAA FY 2008 GAA FY 2009 NEP Php1,379,442,000Php1,473,256,000Php1,523,284,000

36. Budget and Management Bureau - A In everything you do put GOD first, and He will direct you and crown your efforts with success Proverbs 3:6 In everything you do put GOD first, and He will direct you and crown your efforts with success Proverbs 3:6

37. Budget and Management Bureau - A Thank You and Good Day to Everyone! Thank You and Good Day to Everyone!