BY: LORELYN T. DUMAUG

PPBS IN

DEPARTMENT OF BUDGET AND MANAGEMENT

(DBM)

Department of Budget and Management (DBM)

(Filipino: Kagawaran ng Pagbabadyet at Pamamahala)

is an executive body under the Office of the President of the Philippines. It is responsible for the sound and efficient use of government resources for national development and also as an instrument for the meeting of national socio-economic and political development goals.

Incumbent Secretary Florencio "Butch" Barsana Abad is the

current Philippine Secretary of Budget and Management.[1] On June 29, 2010, President Benigno Aquino III picked him as his Secretary of Budget and Management. He held the education secretary post before in the administration of Gloria Macapagal-Arroyobefore he resigned amid the president's alleged involvement in the 2005 Hello Garci Scandal.t Secretary of DBM

BRIEF HISTORY OF DBM The Budget Commission was established

by Executive Order (EO) No. 25 on April 25, 1936. 

Became a Ministry by virtue of Presidential Decree (PD) No. 1405, signed on June 11, 1978.

First Budget Law was passed on December 17, 1937 as Commonwealth Act (CA) No. 246. It took effect on January 1, 1938

BRIEF HISTORY OF DBM On June 4, 1954, RA No. 992, otherwise called

the Revised Budget Act, was enacted providing for an enhanced role of the Budget Commission as the fiscal arm and budgeting adviser of the President. 

Parliamentary form of government was instituted by the 1973 Constitution. The minister in charge of the budget, chairing the Committee on Appropriations and Reorganization. Through the Budget Reform Decree of 1977, the planning, programming and budgeting linkages of the Ministry was further strengthened.

BRIEF HISTORY OF DBM Under  President Corazon C. Aquino. The

legislative power was temporarily reposed on the President. Budgetary functions once more were exercised by the Office of Budget and Management. 

EO No. 292, issued pursuant to the 1987 Constitution, provided for major organizational subdivisions of the Department of Budget and Management

BRIEF HISTORY OF DBM In 1992, under Fidel V. Ramos,

government budgeting aimed to make the National Budget an instrument for breaking the boom and bustcycle that had characterized the Philippine economy in the past. Beyond sustaining the operations of government and its projects, the budget became an economic stimulus and a means to disperse the gains of economic development

BRIEF HISTORY OF DBM At the outset of Joseph Estrada’s presidency, the

Asian financial crisis came. To maintain macroeconomic stability in light of the

effects of the economic turmoil the government had to raise domestic demand by sustaining expenditures and pump-priming the areas of public infrastructure and social services.

Expansionary fiscal policy by allowing a reasonable level of cyclical deficit to be financed largely through foreign borrowing while offsetting the negative impact of deficit by introducing structural reforms in the budget process.

BRIEF HISTORY OF DBM President Gloria Macapagal-Arroyo,

the DBM focused its efforts on deepening fiscal responsibility, enhancing the efficiency of public expenditures, and promoting good governance.

Major areas of concernin PGMA it intensified efforts at strengthening inter-

governmental relations, eliciting increased participation from the private sector in the overall budget process

in intensifying public information on the administration’s fiscal policy, thrusts, and budget policies and procedures.

Stepped up efforts at enhancing internal management in line with its vision to be seen as an organization that influences the spending behavior and management of resources of agencies towards transparency, equity and accountability

Vision : What Does DBM Aspire to Be? The DBM shall be the premier

economic and financial manager of government expenditures that is responsive to national development needs.

Mission : What is DBM's Guiding Mission? 

The DBM shall lead public expenditure management towards national development.

Major Final OutputsDBM’S

3 strategic objectives in attaining 4 MFO’s

Fiscal Sustainability

Effective Resource Allocation

Efficient Government Operation

4 MFO’SA. Budget Policy ServicesB. Budget Release ServicesC. Agency Budget and Management

ServicesD. Performance Monitoring and

Evaluation Services

Budget Policy Services

Medium-Term Expenditure Framework (MTEF) – is a government-wide mechanism at the front end of the budget cycle to strengthen the strategic prioritization of available resources.

MTEF characterized by these indicators:

A. A predictable timetable and process for formulating and updating forward estimates

B. The formulation of a Paper on Budget Strategy (PBS) 

MTEF characterized by these indicators:

C. A budget process that incorporates information on the resourcing requirements of programs and projects

D. a strengthened DBM in its role as economic adviser to the President and the Cabinet

Budget Release Services

The DBM shall introduce improvements in its expenditure programming and budget releasing (both for allotments and cash allocations) to provide funding predictability and minimize disruptions to agency operations, and to assist agencies to accomplish their operational targets.

IN ATTAINING THE GOAL, IT HAS TO:

Provide workable allotment and cash release programs 

Operationalize a computerized budget execution and cash disbursement moni toring systems 

IN ATTAINING THE GOAL, IT HAS TO:

Develop, implement, and review cash expenditure management policy  

 

Agency Budget and Management Services

In this MFO, it has five(5) inter-related operational objectives/target.

Agency Budget and Management Services

1. Implement and embed current reform initiatives, particualrly MTEF, Results-based Budgeting and Performance Management under OPIF (Organizational Performance Indicator Framework), and Procurement Reform in the GOP.

Agency Budget and Management Services

2 . Provide high quality and timely advice to the DBCC, the Cabinet, and the President on Budget estimates and expenditure policy proposals to support informed budgetary decisions.

Agency Budget and Management Services

3 . Be a well-regarded development partner and adviser to line departments and agencies on all budget and management-related matters, including budget processes, and policies and project/program development.

Agency Budget and Management Services

4 . Review and reform service delivery and support systems, organization, staffing and compensation arrangements to encourage better results-based performance by allowing departments to have greater control over their resource deployment and management.

Agency Budget and Management Services

5 . Ensure a strong accountability framework as a quid-pro-quo for the relaxation of control on inputs (allotments and cash, staffing and compensation).

Performance Monitoring and Evaluation Services

The DBM shall develop an effective government-wide system of monitoring agency performance to provide a sound basis for fiscal planning and expenditure management.

Thank you!END OF REPORT.