Philippine Country Philippine Country Presentation on Presentation on
Results-Based Management Results-Based Management for Public Sector Excellencefor Public Sector Excellence
I.I. Country ProfileCountry Profile
A II. Results-Based Management II. Results-Based Management FrameworkFramework
A III. Organizational Performance III. Organizational Performance Indicator Framework (OPIF)Indicator Framework (OPIF)
A IV. Continuing ChallengesIV. Continuing Challenges
A V. Next StepsV. Next Steps
Outline of PresentationOutline of Presentation
QUICK GLANCEQUICK GLANCE::Official NameOfficial Name : Republic of the Philippines: Republic of the Philippines
LocationLocation : Southeastern Asia, archipelago : Southeastern Asia, archipelago
between the Philippine Sea and between the Philippine Sea and
South China Sea, east of Vietnam South China Sea, east of Vietnam
IslandsIslands : 7,107: 7,107
AreaArea :300,000 square kilometers:300,000 square kilometers
CapitalCapital : Manila: Manila
ClimateClimate : Tropical Marine/Monsoon: Tropical Marine/Monsoon
Population Population : 88.5 Million: 88.5 Million
Literacy Literacy : 92.6%: 92.6%
Religions Religions : Roman Catholic 80.9%: Roman Catholic 80.9%
Muslim 5%, Evangelical 2.8%Muslim 5%, Evangelical 2.8%
Basic Ed CycleBasic Ed Cycle : 10 years: 10 years
Medium of Inst.Medium of Inst. : English except for Filipino Subject: English except for Filipino Subject
No. of Dialects Spoken:No. of Dialects Spoken: Over 200 native languages and Over 200 native languages and
dialectsdialects
Country Profile: Country Profile:
The Republic of the PhilippinesThe Republic of the Philippines
Philippine Government StructurePhilippine Government Structure
Leg
isla
tive
Legi
slat
ive
Executive
Executive
JudiciaryJudiciary
Senate (Upper Chamber)
House of
Representatives
(Lower Chamber)
Supreme Court
Court of Appeals
President
Cabinet Secretaries (23)
Department Budget and Management
Department of Finance
Department of Agrarian Reform
Department of Education (DepEd)
National Economic and Development Authority
Constitutional
Bodies
CSC
CHR
COA
COMELEC
OMBRevenues
Provision of Public Services
Expenditures
Expenditures
Provision of
Public Services
Revenues
CIT
IZE
NS
/ST
AK
EH
OL
DE
RS Departments, e.g.
REGIONREGION
Local Government Units: Provinces 80
Local Government Units: Municipalities (1,511) or
Cities (120)
Local Government Units: Barangays (42,008)
Levels o
f Go
vernan
ceL
evels of G
overn
ance
1717
Lower Courts
Medium Term Philippine Development Plan (MTPDP)
Agency Strategic Plan
Organizational Performance Indicators Framework (OPIF)
Agency Performance Management System (PMS)Career Executive Service Performance Evaluation System (CESPES)
Office Performance Evaluation System (OPES)Performance Evaluation System (PES)
Results-Based Management FrameworkLinkages of a PMS
Depicts theDepicts the logical linkslogical links between the various results between the various results levels (impact, outcome, output) and activities levels (impact, outcome, output) and activities (inputs)(inputs)
Form the Form the basis for results-oriented basis for results-oriented reportingreporting to financiers, stakeholders, the to financiers, stakeholders, the public.public.
Guides Guides results-oriented steeringresults-oriented steering of an of an intervention towards its defined objectivesintervention towards its defined objectives
Basis for monitoring & evaluationBasis for monitoring & evaluation by defining by defining indicators for all level of the results chains e.g. FY indicators for all level of the results chains e.g. FY 2008 Budget Performance Assessment (BPA)2008 Budget Performance Assessment (BPA)
Promotes a Promotes a high-performance culture in the high-performance culture in the public sector workplacepublic sector workplace by aligning individual by aligning individual objectives to the organizational objectivesobjectives to the organizational objectives
Uses of Results Based Management
An approach to expenditure management that enables an agency to focus its resources to core and vital functions
A tool that measures agency performance by key quality and quantity indicators
It is an avenue to install results-based management in the bureaucracy
The Organizational Performance The Organizational Performance Indicator (OPIF) FrameworkIndicator (OPIF) Framework
• Broad international debate on gearing project implementation to results (effects / outcomes / impact)
instead of inputs, activities and outputs
• Nourished by MDGs and the question of how development cooperation contributes to the attainment of these MDGs / MDG indicators
• Complements the effectiveness of bilateral development cooperation
What have we done vs. What have we achieved in terms of results
Value for Money
Why Adopt OPIFWhy Adopt OPIF
Performance Evaluation System (PES) for Individual Staff
Career Executive Service – Performance Evaluation System (CESPES)
Office Performance Evaluation System for Units and Division Chiefs
OPES
The Office Performance Evaluation The Office Performance Evaluation SystemSystem
• Directly translates the agency’s strategic direction into more specific and measurable objectives
• Serves as mechanism for better alignment of individual objectives to agency objectives
• Enhances objectivity of individual performance evaluations which serve as basis for incentives for civil servants
Why Measure Office Performance?
Results
The outputs, outcomes and impacts of a development intervention (intended or unintended, positive or negative)
Impact The long-term effect produced by an intervention (intended or unintended, directly or indirectly related to the intervention, positive or negative
Outcome The short- and medium-term effects of an intervention’s outputs
Direct Benefit
Observed positive development changes that show a causal relationship with the intervention
Use of Outputs
Utilisation of products, goods and services provided by the intervention
Outputs The products (e.g. goods and services) including imparted skills, knowledge, attitude changes immediately emanating from the intervention’s activities
Activities The actions performed to produce specific outputs (by mobilising the intervention’s inputs)
Inputs The resources (human, financial and material) used for undertaken activities
RBM-OPIF Definition of terms
DAR’s Results-Based Organizational Performance Indicator Framework*_/
AGRARIAN PEACE ANDCOUNTRYSIDE STABILITY
SOCIAL JUSTICE FOR ARBs AND LANDOWNERS
AGRI-BASED RURAL INDUSTRIALIZATION
• Reduced number of agrarian conflicts
• Reduced skewedness on land ownership (more tillers are owning land)
• Jobs generated• Sustained profitability of agri-business
endevours
IMPROVED LAND TENURE SECURITYOF THE ARBs
IMPROVED FARM PRODUCTION, INCOME AND WELL-BEING
OF ARB HOUSEHOLDS
• ARBs maintained ownership of the awarded lands
• Increased household income• Increased assets of ARB households• Increased yield of crops• Sustained management of ARBs/ARBs
organizations’ profitable enterprises• Enhanced socio economic condition of
the ARB households and the entire community
• Satisfaction with the benefits
This is specific for DAR-OPIF. A CARP-OPIF is with PARC Secretariat.
POVERTY ALLEVIATION AND RURAL DEVELOPMENT• Percentage contribution to poverty reduction in the rural areas
• ARB households with income above the poverty threshold
SOCIETAL GOAL
SECTOR GOALS
ORG’L OUTCOME
DIRECT BENEFITS
A B
DAR’s Results-based OPIF
MFOs
A B
USE OFOUTPUTS
IMPROVED LAND TENURE SECURITY OF THE ARBs IMPROVED FARM PRODUCTION, INCOME AND WELL-BEING OF ARB HOUSEHOLDS
• For the ARBs to take ownership, control and use of awarded lands
ARBs continued cultivation of the awarded lands (actual tillers)
ARBs managed the awarded lands (with hired laborers)
ARBs paid the land amortizational regularly
• For the landowners to receive just compensation of their lands and invest in rural industries
Landowners invested in specific type of rural enterprises/industries
Landowners have been paid by the Land Bank of the Philippines
• For the ARBs to have greater access to agricultural credit/microfinance, techno- logy, market support services, physical infrastructures to profitably manage an enterprise or agribusiness endevourARB organizations have been
functional for support services deliveryARBs accessed agricultural credit and
microfinanceARBs adopted appropriate and
environment-friendly farm production and post-production technologies
ARBs produced commercial agri- and non-agri-products
ARBs accessed physical infrastructures• For the ARBs to have better access to
basic social servicesARB households used health services
and facilitiesARB households accessed
continuous educationARB households used potable water
supplyARB households used power supply
Land Tenure Instruments Awarded to Landless Farmers
and LOs Compensation Facilitated
Legal Assistance Provided to ARBs and LOs
Support Services Implemented, Facilitated and Coordinated for Delivery to ARBs
ORG’L OUTCOME
Support Services Implemented, Facilitated and Coordinated for Delivery to ARBs
MFOs
Land Tenure Instruments Awarded to Landless Farmers and LOs Compensation
Facilitated
Legal Assistance Provided to ARBs and LOs
a. Adjudication of Agrarian Cases - Total no. of cases resolved - No. of affected ARBs - No. of landowners involved - Area involved, in hectares
- Percentage reduction in pending cases
b. Agrarian Legal Assistance b.1 ARB Representation in Court Cases b.1.1 Judicial Courts and Prosecutors
Office - Total no. of cases disposed - No. of ARBs represented - Area involved, in hectares - Percentage reduction in
pending cases b.1.2 Quasi-Judicial Courts - Total no. of cases disposed - No. of ARBs represented - Area involved, in hectares - Percentage reduction in
pending cases b.2 Resolution of Agrarian Law Implementation (ALI) Cases - Total no. of cases resolved - No. of ARBs involved - Area involved, in hectares - Percentage reduction in pending
cases b.3 Conduct of Conciliation/Mediation to assist ARBs and other parties to
amicably settle agrarian disputes - No. of disputes settled/disposed - No. of ARBs involved
a. Social Infrastructure and Local Capability Building (SILCAB) a.1 Institutional Development Interventions
- No. of new ARCs confirmed by NARCTF* - Total No. of ARBs covered (ARCs, SARCs, expansion areas) - No of ARC clusters with development plans - No. of development plans integrated in the local development plans of Local
Government Units - No. of ARC clusters confirmed by the
NARCTF No. of ARCs No. of non-ARC barangays - No. of ARC clusters with development plans - No. of ARC clusters with functional
implementing structure a.2 Capacity Development of ARBs/ARB organizations
SARCs - No. of SARCs with development plans
- No. of programs/projects implemented in SARCs w/ relevant agencies, organizations, institutions (DSWD, DOT, NDCC, DILG, TESDA, NCIP, etc.) - No. of ARBs benefitted - No. of unserved/underserved ARBs outside ARCs,
outside the clusters, and outside SARCs provided with minimum interventions (trainings, credit, and membership in organizations)
ARB Training - No. of ARBs trained
In ARC clusters (ARCs and non-ARCs) In ARCs outside clusters In SARCs ARB Membership in Organizations
- No. of ARB Organizations (cooperatives, associations, irrigators associations, women’s groups, etc.) assisted
- No. of new ARB members in organizations
- Total no. of ARBs in organization /coops (cumulative) Partnership Development/Linkaging - No. of new partnerships for the
implementation of PBD programs and projects
Number of Infrastracture
a. Land Acquisition and Distribution a.1 Area ( in hectares ) distributed a.2 No. of ARBs covered a.3 Area (in hectares) of new lands with
approved survey plans a.4 Area (in has.) of LBP-compensable
lands with Notice of Land Valuation and Acquisition
b. Leasehold Implementation b.1 Area ( in hectares ) under leasehold
agreement b.2 No. of ARBs with leasehold contractsc. Other Land Tenure Improvement
Services c.1 Subdivision of issued Collective
CLOA into Individual Titles - Area (in hectares) of collective
CLOA surveyed - No. of ARBs covered - Area (in hectares) of individual
CLOA redocumented and registered
- No. of ARBs covered c.2 Redocumentation of Distributed Not
Yet Paid (DNYP) Distributed Not Yet Documented (DNYD) Lands
- Area (in hectares.) involved - No. of Claim Folders processed c.3 Installation of uninstalled ARBs - No. of ARBs installed - Area (in hectares) involved c.4 Generation of Land Distribution and
Information Schedule (LDIS) - No. of LDIS generated
- Area (has) and No. of ARBs involved
- No. of LDIS forwarded to LBP- Area (has) and No. of ARBs involved
c.5 ARB Carding - No. of ARBs profiled
- No. of ARBs issued with ID cards
PERFORMANCE INDICATORS
PER PROGRAM
PERFORMANCE INDICATORS
PER PROGRAM
MFOs
USE OF OUTPUTS
ORGANI-ZATIONALOUTCOME
SECTOR GOALS
SOCIETAL GOAL
DAR’s RBM-OPIF
Land Tenure Instruments Awarded to Landless Farmers
and LOs Compensation Facilitated
Legal Assistance Provided to ARBs and LOs
Support Services Implemented, Facilitated and Coordinated
for Delivery to ARBs
POVERTY ALLEVIATION AND RURAL DEVELOPMENT• Percentage contribution to poverty reduction in the rural areas
• ARB households with income above the poverty threshold
AGRARIAN PEACE ANDCOUNTRYSIDE STABILITY
SOCIAL JUSTICE FOR ARBs AND LANDOWNERS
AGRI-BASED RURAL INDUSTRIALIZATION
IMPROVED LAND TENURE SECURITYOF THE ARBs
IMPROVED FARM PRODUCTION, INCOME AND WELL-BEING
OF ARB HOUSEHOLDS
For the ARBs to take ownership control and use of awarded lands
For the landowners to receive just compensation of their lands and
invest in rural industries
For the ARBs to have greater access to agricultural credit /microfinance,
technology, market support services, physical infrastructures to profitably manage
an enterprise or agribusiness endeavor
For the ARBs to have better access to basic social services
Program Beneficiaries Program Beneficiaries DevelopmentDevelopment
Key Performance
Indicator
Cost Parameter
Target for the Year
Total Cost
Result Impact
Infrastructure
-Farm to Market
Road
PhP 1Million/K
m/
Road
100 KM 100M
Increased accessibility of farms to
bring produce to
market
Improved Income and
Welfare
Strategic Outcome: Increased Productivity, Food Strategic Outcome: Increased Productivity, Food Sufficiency and Income of FarmersSufficiency and Income of Farmers
• The Agrarian Reform Communities’ Level of Development Assessment (used by DAR)
• The CAP-Scan
Other RBM Instruments currently being Used in Philippine NGAs
The Agrarian Reform Communities’ Level of Development Assessment
• Another results-based management tool developed by the DAR is the ALDA. Its is a development meter that measures the outcomes of CARP in the lives of the agrarian reform beneficiaries.
• With the use of the ALDA tool, the 2,105 ARCs and 5,000 ARB organizations assisted by DAR in the entire country can be categorized into high level, medium and low level of development.
The CAP Scan
•
In relation to pursuing Managing for Development Results (MfDR) management strategy, the DAR , through Secretary/Minister Nasser C. Pangandaman, expressed interest and willingness to undertake the Capacity Scan (CAP-Scan) in response to the World Bank’s call for countries regarding the CAP-Scan tool application.
The DAR management believes that MfDR management strategy provides a coherent framework for development effectiveness in which performance data are used for improved decision-making. The framework includes practical tools for strategic planning, risk management, progress monitoring, and outcome evaluation
• Specifically, CAP-Scan is a short-term, broad and high-level diagnostic review to identify and prioritize needs in the five central pillars of MfDR: (1) leadership, (2) accountability and partnerships, (3) monitoring and evaluation, (4) planning and budgeting, and (5) statistical capacity.
• To discuss the organizational arrangements and other details for the possible conduct of CAP-Scan in CARP, Ms. Ingwell Kuil and John Patterson of the World Bank-Washington had a video conference with the key officials of DAR.
The CAP Scan
• Need to link existing government processes/systems across various levels of governance from national, regional, provincial, municipal/city, to the barangay, the Philippines’ smallest political unit;
• Need to establish a ‘universal’ database to facilitate sharing of information for planning and decision-making purposes;
• Need for top level decision-makers to use results-based management as basis for more realistic resource allocation across departments and all levels of governance;
Continuing ChallengesThere is a…
• Need to facilitate an enabling environment conducive to a systematic building of linkages of desired results to the achievement of national development goals;
Continuing Challenges
• Assess existing results-based management instruments/tools and adopt/formulate a new model that will be responsive to the needs and uniqueness of the Philippines as a country
• Advocate for the adoption of a ‘Whole-of-Government (WOG) Approach/Framework in Managing Desired Results
Next Steps
• Assess existing results-based management instruments/tools and adopt/formulate a new model that will be responsive to the needs and uniqueness of the Philippines as a country
• Advocate for the adoption of a ‘Whole-of-Government (WOG) Approach/Framework in Managing Performance towards desired results
Next Steps
• Review and evaluate further the applicability of CAP-Scan that is reflective of the peculiarities of each country
Continuing Challenges
End of Presentation
