Contents

GAD Budget Policy: Concept and

Application
Lessons Learned and Gains
Challenges
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.”
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”
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
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
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
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
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GAA 1999–2002 (Section 27/28) “Setting aside” has been replaced
by “the cost of implementation of the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
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
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
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 client-
based) based on the conduct of
gender analysis
Mainstream agency/LGU plan
 ANALYTICAL FRAMEWORK
Logical Framework (Logframe) Approach in OPIF

SOCIETAL GOALS
(Impact)
SECTOR GOALS

(Outcome) ORGANIZATIONAL OUTCOME Performance

Indicator/s
(Outputs) MAJOR FINAL OUTPUTS

P/A/Ps

(Inputs) BUDGET Targets

 LOGICAL FRAMEWORK

Societal goal Economic growth towards poverty reduction

Sectoral goal Increased contribution of tourism to the

national security

Organizational
Increased Diversified Increased quality Widen tourism
Outcomes
international tourism products of visitor beneficiaries
visitors and services experience
Major Final
Outputs Tourism Promotion services Tourism development Standards for tourism
for international and planning services facilities and services
domestic visitors
Programs
/Activities Public relations and Review and updating of national Accreditation of tourism
/Projects information dissemination and regional tourism master plan facilities and services
Promotion of tour packages Capacity building for LGUs on Formulation/enhancement of
tourism planning standards for tourism
Organization and promotion of
industry
special events Product development
Extension of technical
Coordination with private Formulation and updating of
assistance to tourism
sector, LGUs and other tourism policies and guidelines
projects and prospective
stakeholders for the
Conduct of statistical surveys and investors
implementation of special
studies
events Technical assistance to
Monitoring of tourism plans and tourism project proponents,
Production of information
programs LGUs, prospective investors
materials and collaterals
& agencies & concerned
Participation in international and
Participation in international institutions
regional cooperation, agreements
travel fairs, exhibits, and
and treaties Skills upgrading and training
conferences
for tourism industry
Coordination and conduct of
Conduct of sales missions manpower and LGUs
studies on sustainable tourism
 PERFORMANCE MEASURES AND TARGETS

Major
TOURISM PROMOTION SERVICES FOR INTERNATIONAL AND
Final DOMESTIC VISITORS
Output
(MFO) 1 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

PERFORMANCE MEASURES AND TARGETS

Major
TOURISM DEVELOPMENT PLANNING SERVICES
Final
Output Performance Indicators:
(MFO) 2
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

Major
STANDARDS FOR TOURISM FACILITIES
Final
AND SERVICES
Output
(MFO) 3 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

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
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
 SCHEDULE TO BE OBSERVED
IN GAD PLANNING AND BUDGETING

1. January (a year before budget year) – the LCE shall issue a

memorandum order to all LGU departments/offices for the
preparation of their annual GPB and annual GAD AR (e.g.
LGU FY 2014 GPB and FY 2012 GAD AR)

2. January-February – All LGU departments/offices including

barangays shall formulate their GPBs and GAD ARs of the
previous year for submission to the LGU GFPS.

LGUs shall submit their consolidated annual GAD ARs to

the DILG Regional Offices, which in turn shall be submitted
to the DILG Central Office for consolidation and submission
to PCW.
 SCHEDULE TO BE OBSERVED
IN GAD PLANNING AND BUDGETING

3. March – The LGU GFPS TWG of component cities

and municipalities shall review and consolidate the
GPBs. The consolidated GPBs shall be submitted to
the Provincial Planning and Development Offices
(PPDO) to ensure the alignment of LGU GAD PPAs
to the priorities of the province. Afterward, these
shall be submitted to the DILG Regional Offices for
review and approval.

For provinces, highly-urbanized cities (HUCs) and

independent component cities (ICCs), the LGU
GFPS TWG shall submit the GPBs to the DILG
Regional Office for their review and approval.
 SCHEDULE TO BE OBSERVED
IN GAD PLANNING AND BUDGETING

4. April-May – DILG-approved LGU GPBs shall be returned to

the concerned LGUs for integration of the GAD PPAs in the
AIP.
5. June-July – the following activities are undertaken:

i. Integration of identified gender issues and concerns and

GAD goals, strategies, objectives, targets and PPAs of the
GPB during the formulation, updating or enhancement of the
CLUP/CDP/AIP ELA.
ii. Review the inclusion of the GAD PPAs of the GPB in the
Local Development Investment Program (LDIP) before its
approval.
iii. Issuance of the Budget Call by the LCE to all LGU
departments/offices.
 SCHEDULE TO BE OBSERVED
IN GAD PLANNING AND BUDGETING

6. July-August – The following activities are undertaken:

i. Integration of the approved GPB in the annual budget

proposals of LGU departments/offices; and

ii. The Local Finance Committee (LFC) shall ensure the

integration of the GPB in the LGU budget proposals
during the technical budget hearings.

7. September – The LFC shall ensure that the identified GAD

PPAs are reflected in the Local Expenditure Program (LEP)
and the Budget Expenditure and Sources of Financing
(BESF).
 SCHEDULE TO BE OBSERVED
IN GAD PLANNING AND BUDGETING
8. October – Not later than October 16, the LCE shall ensure that the
identified GAD PPAs are included in the Budget Message and in the
Executive Budget for submission to the Local Sanggunian for its
enactment.

9. Within 90 days from the receipt of the submitted Annual or

Supplemental Budgets, the DBM Regional Office shall review the
annual or supplemental budgets of the HUCs, ICCs and provinces.

The Sangguniang Panlalawigan shall review the Municipal

Annual/Supplemental Budgets. The Sangguniang
Bayan/Panglungsod shall review the Barangay
Annual/Supplemental Budgets. The DBM Regional
Offices/Provincial/City/Municipal Sanggunian shall ensure that
GAD PPAs have the required resource allocation in the Annual
Budget.
 SUBMISSION, REVIEW AND APPROVAL OF
LGU GAD PLANS AND BUDGETS

1) Provinces, HUCs, ICCs and municipalities within Metro Manila

shall submit their GPBs, accompanied by their GAD ARs to the
DILG Regional Office for their review and approval . Reviewed
and approved (endorsed) GPBs shall be returned to the LGUs
for integration in the AIP and funding.

2) Component cities and municipalities outside Metro Manila shall

submit their GPBs to the PPDO of the Provincial Government to
ensure the alignment of the municipal/city GAD PPAs with the
priorities of the province and then from the PPDO to the (DILG
Provincial Office) DILG Regional Offices for its review and
(endorsement) and approval. DILG-approved (endorsed) GPBs
shall be returned to the LGUs concerned, for incorporation in
their annual budgets to be enacted by their Local Sanggunian.
 SUBMISSION, REVIEW AND APPROVAL OF
LGU GAD PLANS AND BUDGETS

3) In the case of the ARMM, the ARMM line agencies shall submit
their GPBs to the Regional Commission on Bangsamoro Women
(RCBW) for its review and consolidation, in terms of the correctness
and alignment of the entries in the GPB form. After review and
consolidation, the RCBW shall submit the GPBs to the Office of
the Regional Governor (ORG), for approval and submission to
PCW for its endorsement to DBM.

4) Barangays shall prepare and submit their GPBs to the

City/Municipal PDO to ensure the alignment of the barangay GAD
PPAS with the priorities of the city/municipality and then from the
City/Municipal PDO, submit the same to the DILG city/municipal
LGOO for review and approval . Reviewed and approved GPBs
shall be returned to the concerned barangays, for incorporation in
their Annual Budgets.
 SUBMISSION, REVIEW AND APPROVAL OF
LGU GAD PLANS AND BUDGETS

5) The LGU GFPS shall ensure that the GPBs of their respective LGUs,
including the GPBs of barangays within the city/municipal jurisdiction
are carried out according to synchronized local planning and budgeting
calendar.

6) For enhancement: The MUNICIPAL GFPS TWG SHALL REVIEW

SUBMITTED BARANGAY GPBs. LIKEWISE THE PROVINCIAL GFPS
TWG SHALL REVIEW SUBMITTED GPBs OF MUNICIPALITIES AND
COMPONENT CITIES (FOR ENHANCEMENT) shall review all
submitted GPBs and as needed, provide comments or recommendations
for revision. (E.G. BARANGAY GPBs WILL BE REVIEWED BY
MUNICIPAL GFPS TWG)

The review of GPBs shall focus on the alignment of the GAD plan with the GAD
agenda and the correctness and alignment of the entries in each column of the
GPB form, e.g. if the proposed activities respond to the identified gender issue or
cause of the issue, the issues are correctly identified or formulated, if there are clear
indicators and targets, if the proposed budget is realistic, if the number of proposed
activities are doable within the year, among others.
 SUBMISSION, REVIEW AND APPROVAL OF
LGU GAD PLANS AND BUDGETS

7) The DILG Regional Offices shall issue review and

approve the LGU GPBs based on the gender-
responsiveness of their content, e.g. relevance of the
GAD PPAs to the identified gender issues and their
causes as well as the correctness and alignment of
the entries in the GPB form.

DILG-approved shall include a certificate of

approval from the DILG Regional Offices which will
be returned to the concerned LGUs for incorporation
in their Annual Budgets to be enacted by their
Sanggunian.
Guiding Principles in Gender Budgeting
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
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
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
Gains

Clarified roles of oversight

agencies: budget, national
planning, women’s machinery
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
Sustaining Commitment
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
“The most reliable measure of
government’s political will to
respond to women’s concerns
is…how much it spends on
them.”
Thank you!
SIR. FAUSTITO AURE
09155253478
[email protected]

SIR. SEVERO BLANCO II

[email protected]
contact #09301832970