Gender Responsive Budgeting - PEP-NET

Gender Responsive Budgeting

The Bacolod City Experience

byMS. CELIA MATEA R. FLOR

City Councilor, Bacolod City, 1995-2004

and

Atty. Andrea L. SiBacolod City Administrator, 2001-2004

Outline:Outline:

1.Gender Responsive Budgeting, What and Why

2. Mainstreaming Gender

3. GAD Mainstreaming Efforts in Bacolod City:

a. GAD Budget Research

b. GAD Planning and Budgeting Workshop

4. Lessons Learned

5. Moving Forward

Example of a Budget with GADExample of a Budget with GAD--related Programs and related Programs and Projects as Identified by the Projects as Identified by the BacolodBacolod Budget OfficeBudget Office

P 16,875,000P 17,318,588CHO: barangay mobile clinic, health services

P 1,860, 069P 6,000,000Bacolod housing authority: housing and relocation development project

P 5,000,000P 4,815,009City administrator’s office: tax collection and information drive

P 10,587,500P 11,566,000

CMO: Aid to Boy Scouts & Girls Scout of the Philippines, Aid to SK federation, student summer internship program, PESO, Training services, peace and order council, senior citizens affairs fund, scholarship fund, GIS, price monitoring project, hospital

Actual (1999)Budget (1999)Office/Projects

IS THIS A BUDGETWITH A GENDER PERSPECTIVE?

Answer the following questions:Answer the following questions:

• Are the projects beneficial to men and women?

• Do these projects change/improve uneven power relations between men and women?

• Do these projects provide greater access to and control of opportunities for men and women?

• Do these projects reduce the multiple burden of women? Other problems and issues of women?

• Planning process for the projects?– Based on a gender analysis?– Participated in by men and women?

Aid to Boy Scouts & Girls Scouts, Aid to SK federation, student summer internship program, PESO, Training services, peace and order council, senior citizens affairs fund, scholarship fund, GIS, price monitoring project, hospitalTax collection and information driveHousing and relocation development projectBarangay mobile clinic, health services

Gender Responsive BudgetsGender Responsive Budgets

• Not separate budgets for women/men/girls/boys

• Not about 50% male:50% female• Ensure needs and interest of individuals

from different social groups are addressed• Combine technical knowledge with

advocacy and organizing• Recognize unpaid labor’s contribution to

society and economy

• GAD makes visible women’s and men’s role/contribution in development

• GAD tries to address the inequalities between women and men

• GAD deliberately addresses the issues between women and men by developing, budgeting, implementing, monitoring and evaluating programs, projects and services.

WHY GAD?

Why GRB (Gender Responsive Budgeting)

GRB initiatives aim to bring gender awarenessinto all policies and budgets of all agencies.

This is in line with the generally accepted international approach of ‘gender mainstreaming’.

Gender mainstreaming :process of integrating gender perspective in:

• organization• legislation• policies• programs/projects• institutional mechanisms

….. Within Government.

The GAD Mainstreaming Strategy

GADPlanning

InstitutionalMechanism

Advocacy&Training

GADData Base

Planning

Monitoring &

Evaluation

Implementation

Programming &

Budgeting

The Planning and Budgeting Process

While every GRB initiative is different, ideally each undergoes the five basic steps which should underlie all policy making and implementation.(a) situation analysis;(b) policy analysis and design; (c) resource allocation;(d) monitoring of delivery; and (e) evaluation of impact.

What the GRB brings in added value, is explicit consideration of gender (and other axes of social disadvantage) at each of the steps.

Component Strategies Component Strategies in in

GAD MainstreamingGAD Mainstreaming1. The GAD Focal System

2. The GAD Plan & Budget

GAD Plan GAD BudgetGAD Budget(Pesos)(Pesos)

a blueprint of how you could make your organization & its

policies, programs and activities gender

responsive

the sum total of all resources required to implement a GAD plan

Some GAD Mainstreaming Efforts in Some GAD Mainstreaming Efforts in BacolodBacolod (1999(1999--2004)2004)

• Analysis of the Situation/Gender Analysis

• GAD Planning

• LGU and Community support systems

• Tracking Gender in the Budget of Bacolod (DAWN Study with The Asia Foundation)

• A GAD Plan and an Improved GAD Budget

• Council of GAD Focal Points (EO 19)

• Network of Women’s NGOs

On the Trail of On the Trail of BacolodBacolod’’ss Gender Gender Budget (Analysis of the Budget (Analysis of the BacolodBacolodCity Budget for 1999 and 2000)City Budget for 1999 and 2000)

GAD mainstreaming efforts:

TRACKING GENDER IN BACOLOD BUDGETHow it was done

Legal basis – laws, national policies, local ordinances and local policy mandatesCompared the prescribed and actual planning and budgeting process Critiqued the quality of allocations which the departments identified as GADExamined the budgets of the departments according to their mandated functionsExamined the GAD budget in the barangays to monitor how they used the GAD budget which the City Council “required”

Respondents: department heads, rank and filebarangay officials, focal points and women constituents

TRACKING GENDER IN BACOLOD CITY’S BUDGET

Questions: knowledge of GAD concepts, GAD policies, mandates, budget process, and participation and role in the budget process

Methods: FGD, questionnaire, one on oneinterviews


FINDINGS:

Gaps between policy & implementation

Compliance by departments veryminimal, with “traditional”departments providing for most

Compliance in the barangay level was 100% but decreased significantly the year after


FINDINGS:

People’s participation in planning and budgeting was not genuine due to maneuverings of bureaucrats andpoliticians

No clear basis for identifying what GADprojects are

Weak technical capability in GAD planning and budgeting

GAD Assessment and PlanningGAD Assessment and PlanningWorkshop, Workshop,

BacolodBacolod City governmentCity governmentdepartment heads and key department heads and key

personnel, 2002personnel, 2002

GAD Mainstreaming Effort:

GAD Assessment and PlanningGAD Assessment and Planning

• Assessment of GAD Initiatives (policy, people, enabling mechanisms)

• GAD Analysis using GAD tools – GEWEEF: empowerment

framework– Illo tool: service providers/

government agencies– Torres tool: administrative

• GAD Planning using the DBM Framework contained in a memo circular for GAD Plan reporting

Policy

People

EnablingMechanism

Proposed Interventions

Initiatives Undertaken

GAD IssuesKey areas

Assessment of GAD Initiatives

Reformulation of the VMG

Advocacy for adoption in theCDC and SP

Plan to get hold of the “genderdictionary”

Passage of an executive orderfor formation of GAD focal point

Absence of a gender responsiveVMG

Sexist language in documents/ memos

Policy



GAD IssuesKey areas

From the 2002 GAD PLANNING Workshop Assessment of GAD Initiatives

ASSESSMENT OF GAD INITIATIVES, Con’t


Advocacy with SP

Intensify with upper and middle-management

Maximize intervention of DILG

Survey of those who have attended GST


Growing appreciation for GAD among SP members

The present training undertaken onGAD planning, mainstreaming, and budgeting

GAD Issues

Inadequate GAD awareness, knowledge, and skills on gender analysis and gender responsive planning: departments and SP

GAD awareness limited to members of GAD focal team.

Only some barangayswith GST

Key areas

People

Installation of GAD data based system (data center)

• Comfort rooms for women only

• Child minding center

• GAD Focal Point• CODI for anti-sexual

harassment cases • Gender fair trainings

through TOP program of HRD

• Pool of trainers for gender-related trainings

• Commitment of P500,00 allocation for GAD budget

• Limited/inadequate GAD data base

• Limited support facilities and services for women with multiple burdens

• No budget maintenance for gender

EnablingMechanism

ProposedIntervention

Initiatives UndertakenGAD IssuesKey areas

ASSESSMENT OF GAD INITIATIVES, Con’t

Our vision is to see Bacolod as a progressive city where women and men enjoy sustainable development for all; equal access to and control of opportunities, resources and benefits; efficient and effective public services; and God-fearing, transparent and participative governance for a fuller and more satisfying life for men and women, for the glory God.

Engendered Vision for Bacolod City

From the 2002 GAD Planning Workshop:

Gender and Development Plan Gender and Development Plan (Proposed 2002)(Proposed 2002)

NACBOBudget Policy Statement formulated

July 10 -12, 2002

Revised budget policy

statement

Absence of a gender

responsive policy

START UP PLAN:FORMULATION OF ‘LGU CHIEF EXECU-TIVE’S BUDGET POLICY INTEGRA-TING GAD

Budget Allocation

OPRPerformance Indicators

Imple-mentation

Period

Expected Output/ Target Benefi-ciaries

Gender Related Issue

Addressed

GAD PPAs

Gender and Development Plan Gender and Development Plan (Proposed 2002)(Proposed 2002)

P100,000

P 200,000

P 200,000

CEOCMO

>Renovated CRs

>CMC constructed

>Stairs made Gender friendly

2003

2003

2003

>Construction / renovation of women-friendly CRs

>Construction CMC in city hall

>Improvement of Stairs

Markets/office CRs not gender friendly & hygienic

No Child minding center

Stairs not gender friendly

GENDER MAINS-TREAMING PLAN:

IMPROVEMENT OF EXISTING INFRASTRACTURE TO MAKE THEM GENDER FRIENDLY

Budget Allocation

OPRPerformance Indicators

Imple-mentation Period

Expected Output/ Target Benefi-ciaries

Gender Related Issue

Addressed

GAD PPAs

LEARNINGSLEARNINGS

• A.Partners in government (executive and legislative)

-saw budget as a whole-saw interconnectedness

with others-appreciated role as

stakeholders who can make changes from within, be better in delivering gender responsive services

Celia R. Flor, Bacolod City, Phils.

LEARNINGSLEARNINGS

• -B. Community stakeholders (village people, general constituency of women, men, girls, boys)

-realized that how the city allocates and spends money affects them and their needs,

-can hold city officials accountable on their promises/performance


LEARNINGSLEARNINGS

• C.Civil Society (NGOs, Pos,/multisectoral, academe,etc)

-learning the process, know when and how to intervene, who are the actors/ decision makers, how they make decisions,and how these decision makers can be influenced,is strategic in critical engagement


LEARNINGS: as partners & stakeholdersLEARNINGS: as partners & stakeholders

• D. Media (tri media)

-as a constant critic to government, can use budget as measuring tool how government performs, responds to the needs and issues of the constituency, which is also the media’s audience/constituency


LEARNINGS: as partners & stakeholdersLEARNINGS: as partners & stakeholders• E. As researcher and

Councilor-a check on self as

advocate-studied budget in detail

and followed the money,got “revelations”not known in her then 5 to 6 years in council

-learned alternative ways to mainstream even when executive is gender blind or hostile

Moving ForwardMoving Forward• Replication of study

in 11 other cities in province resulted in more local governments allocating GAD budgets, formulation of GAD plans and budgets

• Replication in Mindanao

• Continuing study and advocacy


• To increase efficiency, ensure that expenditure benefits those who need it most

• To improve monitoring with information on who are reached by government services

• To track implementation and reduce corruption• To enhance transparency and accountability• Partnership with civil society to increase

development impact and democratic governance

• Progress in national and international gender commitments

Do you wantDo you want

Gender Responsive BudgetingGender Responsive BudgetingYour key to a more dynamic Your key to a more dynamic

and effective local governmentand effective local government

Gender Responsive Budgeting - PEP-NET

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