GENDER AND DEVELOPMENT (GAD)

BUDGET REPORT
FISCAL YEAR 2019

POLICY DEVELOPMENT, PLANNING, MONITORING AND EVALUATION

DIVISION (PDPMED)
PHILIPPINE COMMISSION ON WOMEN
December 2020
Executive Summary

The Gender and Development (GAD) budget policy, a general provision in the annual
General Appropriations Act (GAA), has been in place since 1995. It is a key provision of
the gender mainstreaming (GM) strategy outlined in Republic Act 9710 or the Magna
Carta of Women (MCW) and its Implementing Rules and Regulations (IRR). The MCW IRR
provides that “the cost of implementing GAD programs shall be the agency’s or local
government unit’s GAD budget which shall be at least five percent (5%) of the agency’s
or LGU’s total budget appropriations”1 .

As the overall monitoring body and oversight agency on the MCW implementation, the
Philippine Commission on Women (PCW) monitors the compliance of national
government agencies (NGAs), state universities and colleges (SUCs) and government
owned and controlled corporations (GOCCs) to the GAD budget policy which includes
submission of annual GAD plans and budgets (GPBs) and GAD accomplishment reports
(GAD ARs). PCW also monitors agencies’ compliance to the statutory requirement that at
least five percent of their annual total appropriations must be for GAD-related programs,
projects and activities (PPAs). The PCW uses the Gender Mainstreaming Monitoring
System (GMMS)2 , its online system for the submission of GPBs and GAD ARs, in the
monitoring of government’s progress on gender mainstreaming.

For FY 2019, the fiscal year covered by this GAD Budget Report, agencies manifested
compliance to the GAD Budget Policy. Of the 974 agencies that are registered in the
Gender Mainstreaming Monitoring System (GMMS), 49% have complied with the FY 2019
GPB submission while 45% have complied with the submission of FY 2019 GAD ARs.

In general, the agencies have also allocated and utilized a portion of their budgets for the
implementation of their client-focused programs, activities and projects (PAPs) and
services addressing gender issues among their clientele or beneficiary groups; as well as
organization-focused PAPs addressing gaps in gender mainstreaming within their
organizations. Agencies have adopted gender analysis tools such as the Harmonized
Gender and Development Guidelines (HGDG) in ensuring that regular programs and
projects adopt a GAD perspective. While some agencies have encountered challenges in
complying with the GAD budget policy, as they face turnover of GAD focal point system
members and skills on GAD planning and budgeting have yet to be cultivated, a
considerable number of agencies have reached or even surpassed the minimum five
percent requirement on GAD. This is due in part to the adoption of the HGDG for GAD
attribution and the results of GAD advocacy undertaken within and outside the
bureaucracy.

The implementation of the GAD budget policy can still be further improved, beyond what
is required for compliance. To this end, recommendations and ways forward are provided
in this report.

1Section 36A, Magna Carta of Women Implementing Rules and Regulations.

2The
GMMS is an information system for the electronic submission, review and endorsement of GAD planning and
budgeting documents. It is also a know ledge management platform that houses GAD-related information such as
GAD profiles of submitting agencies, directory of GMMS users and GAD focal point system members, among
others.
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Objectives of the GAD Budget Report

The PCW prepares an annual report on the government’s compliance to the GAD budget
policy. This year’s Report presents the GAD allocation and expenditures of government
agencies of the previous year, FY 2019. As such, the FY 2019 GAD Budget Report aims to
inform stakeholders on the GAD budget allocation and expenditures of NGAs3 , SUCs and
GOCCs that submitted FY 2019 GPBs and FY 2019 GAD ARs in the GMMS (See Annex A for
the list of registered agencies).

Client-focused GAD activities, organization-focused GAD activities and attributed

programs and projects using the HGDG are features of the GPB and GAD ARs submitted
annually by government agencies to PCW for review. Thus, this GAD Budget Report will
present information on agencies with the highest allocation and utilization for client-
focused and organization-focused GAD PPAs. It will also showcase agencies with
programs and projects that have high GAD attribution (or GAD-attributed regular
programs and projects) through the use of the HGDG.

Coverage

The FY 2019 GAD Budget Report covers departments, attached agencies and bureaus
including their regional offices; executive and other executive offices, constitutional
bodies, joint executive-legislative councils, agencies or offices under the Congress and
Judiciary, SUCs and their satellite campuses; and GOCCs with or without budgetary
support from the national government that have registered accounts in the GMMS.

While some local water districts (LWDs) and local government units (LGUs) 4 are also
registered in the GMMS, they are not covered in this report. A moratorium on the review
of LWD GPBs and GAD ARs by PCW was extended for 2020 in view of the ongoing
enhancement of the GMMS considering the large number of LWDs as well as the need to
clarify operational procedures for the submission, review and endorsement of LWD
GPBs. As oversight on LWDs, the Local Water Utilities Administration (LWUA) is
currently undergoing capacity building on the review of LWD GPBS. On the other hand,
LGUs submit their GPB documents to the Department of the Interior and Local
Government (DILG) who reviews their GAD plans and accomplishment reports.

Methodology

Desk review of previous reports, as well as information on GPB and GAD AR submission,
review and endorsement was undertaken to inform the scope, content and limitations of
this Report. System reports on the agencies’ FY 2019 GAD budget and GAD expenditures
were generated from the GMMS5 . Data that cannot be generated such as regional GPB and
GAD AR submissions have been manually consolidated to come up with the total agency
GAD budget and expenditures.

3
includes NGAs in Congress and Judiciary.
4
Those that piloted the use of the GMMS in the implementation of the PCW-AECID Project in 2014.
5 As of May 6, 2020.

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Further, the total annual appropriations reflected in the GPBs and GAD ARs of NGAs, SUCs
and GOCCs with budgetary support are cross-referenced with the GAA for FY 20196 .
Meanwhile, the overall GAD budget allocation and expenditures of GOCCs without GAA
support7 were compared against the budgets declared by the agencies in their 2019 GAD
Accomplishment Reports.

Highlights of Findings

Of the 974 government agencies registered in the GMMS, 477 agencies or 49% have
complied with the submission of FY 2019 GPBs while 440 or 45% of agencies have
complied with the submission of FY 2019 GAD ARs. Table 1 shows the agencies that have
complied with GPB submission, with GAD AR submission and with both GPB and GAD AR
submission. Agencies that submitted both GPB and GAD AR for FY 2019 include those
that are under the Office of the President, Constitutional Commissions and the Judiciary.

At present, 99.8% of the FY 2019 GPBs and 95.7% of FY 2019 GAD ARs were reviewed
and returned to the submitting agencies8 while 60% of the FY 2019 GPBs have been
endorsed. Some GPBs are still being enhanced based on PCW’s comments and
recommendations. However, since the review and endorsement of the FY 2019 GPBs
have concluded, GPBs that are still for revision but have not been resubmitted to PCW
within the allowed period are tagged by the GMMS as unendorsed. Accepted GAD ARs
pertain to the agency GAD accomplishment reports reviewed by PCW with GAD PAPs that
are found to be contributory to gender equality objectives and do not have adverse
observations.

Table 1. Summary of GAD Plans and Budget (GPBs) and GAD Accomplishment Reports
(ARs) Submitted, Reviewed and Endorsed through the Gender Mainstreaming Monitoring
System (GMMS), by Type of Agency, FY 2019 (as of May 6, 2020)

GAD Plan and Budget (GPB) GAD Accomplishment Report (AR)

Type of
SUBMIT TED REVIEWED ENDORSED SUBMITTED REVIEWED9 ACCEPTED
Agency
No. No. % No. % No. No. % No. %
Attached 74 74 100 36 48.6 75 73 97.3 17 22.7
Agency
Bureau 17 17 100 11 64.7 15 15 100 3 20
Congress of 4 4 100 2 50 3 3 100 1 33.3
the
Philippines
Constitutional 4 4 100 3 75 4 4 100 0 0.0
Commissions
GOCCs with 34 34 100 21 61.8 30 29 96.7 5 16.7
Budgetary
Support
GOCCs 32 32 100 19 59.4 40 40 100 11 27.5

6
Dow nloadable in the DBM w ebsite.
7
Examples are government financing institutions such as Central Bank, Al-Amanah Islamic Bank, among others.
8 The high turnout in the review of GPBs is attributed to the engagement of external GPB review ers for the period.

On the other hand, the high turnout in the review of FY 2019 GAD ARs is due to the focused review of PCW due
to the enhanced community quarantine from March to May 2020.
9 The review for 2019 GAD AR is ongoing as the submission and review has been extended due to the

coronavirus pandemic.
Page 3 of 29
 GAD Plan and Budget (GPB) GAD Accomplishment Report (AR)
Type of
SUBMIT TED REVIEWED ENDORSED SUBMITTED REVIEWED9 ACCEPTED
Agency
No. No. % No. % No. No. % No. %
Joint *1 1 100 1 100 0 0 0 0 0.0
Legislative-
Executive
Councils
Judiciary 3 3 100 3 100 3 3 100 0 0.0
Line Agency 20 20 100 14 70 18 15 83.3 1 5.6
OP 1 1 100 1 100 1 1 100 0 0.0
OVP 1 1 100 0 0.0 0 0 0.0 0 0.0
OEOs 25 25 100 13 52 21 21 100 4 19
Regional 175 174 99.4 112 64 172 164 95.3 24 14
Offices
Satellite 11 11 100 3 27.3 6 6 100 3 50.0
Campus
SUCs (Main 75 75 100 46 61.3 52 47 90.4 8 15.4
Campus)
Total 477 476 99.8 285 59.7 440 421 95.7 77 17.5

PART 1. FY 2019 GAD BUDGET

This section provides an overview of the agencies with the highest GAD budget allocation
based on their endorsed FY 2019 GPBs. Table 2 presents the top ten agencies with the
highest GAD budget in 2019, with the Department of Social Welfare and Development
(DSWD) allocating the highest for GAD activities at PhP 78.1 billion.

Except for the Philippine National Police (PNP) and Commission on Higher Education
(CHED), most agencies in Table 2 have allocated more than five percent of their 2019
budget appropriations for GAD.

Table 2. Top 10 Agencies with Highest Amount (in Million pesos) of

Endorsed GAD Budget, FY 2019
GAA GAD Budget
% Allocation
Agency (in PhP Allocation
to GAA
Million) (in PhP Million)
Department of Social Welfare and 138,492.62 78,131.21 56.42%
Development
Department of Health 97,653.63 8,152.30 8.35%
Commission on Elections 10,178.73 4,853.44 47.68%
Philippine National Police 173,240.87 3,017.60 1.74%
Supreme Court 33,488.74 2,287.02 6.83%
Department of Environment and 16,459.11 2,262.24 13.74%
Natural Resources
Department of Information and 6,278.61 2,027.92 32.30%
Communications Technology
Philippine Air Force 24,584.36 1,932.82 7.86%
Commission on Higher Education 51,491.25 1,289.76 2.50%
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 GAA GAD Budget
% Allocation
Agency (in PhP Allocation
to GAA
Million) (in PhP Million)
Commission on Audit 11,925.99 1,236.07 10.36%

Meanwhile, the top agencies with the highest percentage of GAD budget allocation vis-a-
vis their agency GAA or total agency budget in 2019 are shown in Figure 1 10 . Again, the
DSWD had the highest GAD budget of 56.42% followed by the Court of Tax Appeals (CTA)
[49.45%], the Commission on Elections (COMELEC) (47.68%), National Wages and
Productivity Commission [NWPC] (29.73%), and the Department of Information,
Communications and Technology (DICT) (32.30%).

10
This figure is not a translation of Table 2. Table 2 presents the agencies w ith the highest actual amount of
endorsed GAD budget. Figure 1 presents the agencies w ith the highest percentage of the GAD budget vis -à-vis
their total agency budgets.
Page 5 of 29
GAD budget as a Percentage of Agency’s FY 2019 Budget Appropriation

The succeeding tables show the agencies that ranked high in GAD budget allocation and
expenditures for client-focused PPAs, organization-focused PPAs and GAD-attributed
programs and projects. The GAD budget allocation and expenditures of these agencies
are based on the endorsed FY 2019 GPBs and accepted FY 2019 GAD ARs.

Allocation for Client-Focused GAD PAPs

Table 3 presents the agencies with the highest budget allocation for client-focused GAD
activities based on their endorsed FY 2019 GPBs. The DSWD has the highest budget for
client-focused GAD PPAs amounting to PhP 9.8 billion, which corresponds to 12.65% of
its agency GAD budget in 2019.

Agencies that have high proportion of their GAD budget allocated for client-focused GAD
activities include the Veterans Memorial Medical Center [VMMC] (98.41%), the Supreme
Court (SC) (97.64%), Bureau of Corrections (Bucor) [96.56%] and PNP (94.30%).

Table 3. Top 10 Agencies with Highest Budget (in Billion pesos) for Client-Focused
(CF) GAD Activities, FY 2019
% CF to
GAD CF
Agency GAA GAD
Budget Allocation
Budget
1. Department of Social Welfare and 138.49 78.13 9.880 12.65%
Development
2. Philippine National Police 173.24 3.02 2.848 94.30%
3. Supreme Court 33.49 2.29 2.236 97.64%
4. Department of Health 97.65 8.15 1.421 17.44%
5. Commission on Audit 11.93 1.24 0.922 74.35%
6. Bureau of Corrections 4.10 0.32 0.309 96.56%
7. Department of the Interior and 8.27 0.42 0.140 33.33%
Local Government
8. Veterans Memorial Medical 1.87 0.12 0.114 98.41%
Center
9. Technical Education and Skills 12.55 0.89 0.074 8.31%
Development Authority
10. Commission on Elections 10.18 4.85 0.066 1.36%

With the percentage of client-focused activities to the agency’s GAD budget, it can be
inferred that DSWD’s client-focused activities comprise a big portion of its GAD budget
and its planned activities are aligned with its agency mandate. Majority of DSWD’s client-
focused PAPs are part of its protective service program. These include provision of
gender-responsive services to victim-survivors of violence against women and children
(VAWC) and trafficking, persons with disabilities, and children in conflict with the law
and children in need of special protection; assistance to drug surrenders and their

Page 6 of 29
families; and comprehensive health care services for clients through the DSWD
community/center-based programs.

The DSWD also allocated its GAD budget for the provision of sign language interpreter for
women and girls with disabilities who are victim-survivors of sexual and/or physical
abuse, child protection programs11 and supplementary feeding program to children
enrolled in day care centers, as well as livelihood assistance/opportunities for women
and other vulnerable clients. Alongside with this is the conduct of advocacy and training
on child protection laws, including learning sessions on topics such as sexual orientation,
gender identity and expression (SOGIE) and gender responsive case management for
program/service implementers. Moreover, the DSWD allocated its GAD budget for the
provision of relief supplies12 with due consideration of the practical gender needs of
pregnant women and lactating mothers, children, senior citizens, persons with
disabilities, and the sick as part of its disaster response and management program. Other
key GAD initiatives of the DSWD include the conduct of orientation and information
dissemination on older person abuse, training approach for VAWC desk offices and other
intermediaries handling VAWC cases, as well as implementation and monitoring of the
PAyapa at MAsaganang PamayaNAn Program (PAMANA13 ), and another project entitled
“Strengthening and Empowerment of Overseas Filipino Workers (OFW) Families and
Provision of Services through the Assistance to Individuals in Crisis Situation or AICS.”

Meanwhile, PNP allocated a total of PhP 2.8 billion for its client-focused GAD activities,
which is 94.30% of the agency GAD budget in 2019. Majority of the client-focused
initiatives of PNP are part of its community service program, mostly on advocacy and
awareness-raising activities. These include production and distribution of information,
education and communication (IEC) materials and conduct of various information
campaigns for key target population on topics such as gender-based violence (GBV),
VAWC, trafficking in persons (TIP), and Cyber Pornography. They also conduct advocacy
on the rights of women and children, security and protection of women in situations of
armed conflict, emergencies, disasters and calamities through strategic platforms such as
Quad media, local television, radio stations, as well as print and social media. Part of these
awareness-raising campaigns is the conduct of dialogue with street children in DSWD
centers on access to services and protection against TIP and GBV; with parents, children,
and community leaders in at least 1,700 barangays on gender equality and breaking
gender stereotypes; and with community partners, LGUs, and non-government
organizations or NGOs towards preventing the incidence of trafficking in persons.

In addition, the PNP allocated its GAD budget for the conduct of survey and profiling of
data on children engaged in armed conflict14 as well as data on gender-based violence or
abuse committed; referral of street children especially victim-survivors of sexual abuse
to DSWD; and continuing medical missions to communities affected by conflict. Alongside
these initiatives are the handling and investigation of VAWC cases, conduct of rescue
operations and special protection to women and children who are GBV victim-survivors,
and conduct of consultation meetings with concerned agencies15 . Other client-focused
GAD initiatives of the PNP include conduct of training for police personnel, putting up of
11 Note. Such as Alternative Parental Care and Issuance of Travel Clearances for Minors Travelling Abroad
12
Note. Food and non-food items.
13 Note.
PAyapa at MAsaganang PamayaNAn Program or PAMANA
14 Note.
Either as combatant, courier, guide or spy (child soldiers)
15 Note: Such as the RIACAT-VAWC, Council for the Welfare of Children, and the Department of Health.
Page 7 of 29
women and child protection desks (WCPD) in conflict and disaster areas, and conduct of
monitoring and inventory of established WCPDs in the country.

Meanwhile, the SC allocated a total of Php 2.2. billion for client-focused GAD activities,
which is 97.64% of the agency GAD budget in 2019. The SC’s initiatives for its clients are
aimed towards making justice more accessible to women and children by organizing
Regular Family Courts and ensuring full access to justice for women through the gender -
friendly family court. Towards this end, the SC allocated its GAD budget for the continuing
operations of 121 Designated Family Courts,16 48 Regular Family Courts,17 50 Statutory
Family Courts,18 as well as the implementation of the approved organizational plans for
the 39 Statutory Family Courts.19 The SC also allocated its GAD budget for the drafting of
guidelines, rules, and amendatory laws pertaining to Family Courts.

In addition, the High Court included the annual national summit of Family Court Judges
among its client-focused GAD activities, wherein judges can exchange best practices,
propose changes and/or amendments to the rules or laws pertaining to Family Courts,
bring forth issues and problem areas affecting the Family Courts, and provide a good
avenue to welcome judges of newly-created Family Courts.

The DOH follows with a GAD budget allocation of Php 1.42 billion for client-focused
activities, which correspond to 17.44% of its agency GAD budget in 2019. The DOH
allocated its GAD budget for the provision of comprehensive medical, forensic,
psychological and social management services to VAWC victim-survivors. DOH also
procured patient transport vehicle for the transport/transfer of VAWC patients and
WCPU staff to other agencies or institutions in case of further medical, forensic and
psychological intervention. Further, the DOH GAD budget is also allocated for maternal
and neonatal healthcare and sexual and reproductive health and rights, which include the
provision of subsidized or quantified free maternal and child health care services,
provision of gynecological and reproductive health care services, conduct of newborn
screening and hearing test to all hospital-delivered babies, and provision of care to
patients who underwent abortions as well as post-abortion counseling services.
Moreover, DOH also provided medical services for pediatric patients in need of
neurosurgical evaluation and management; procured and distributed hygiene or dignity
kits for women of reproductive age; as well as promoted and provided responsible,
ethical, legal, safe and effective methods of family planning to all marginalized clients.

DOH’s GAD budget was also allocated for similar initiatives on the prevention, treatment
and management of sexually transmitted diseases (STD) and human immune-deficiency
virus (HIV). These initiatives are focused on creating awareness among female and male
clients and ensuring access to services on the early detection or prevention of STD, HIV
and AIDS under its prevention of unwanted reproductive tract infection (PURI) program.
The GAD budget was also allocated for specific activities such as the provision of HIV
screening for clients (e.g., pregnant women), as well as counseling, free laboratory
testing, and anti-retroviral medication to persons infected with HIV/AIDS.

16
Note. From the National Capital region, and Judicial Regions 1 to 12
17
Note. Under the First Tranche (budget for salaries, operating expenses, and capital outlay)
18 Note.
Under the Second Tranche (budget for salaries, operating expenses, and capital outlay)
19 Note. Under the Third Tranche (budget for salaries, operating expenses, technical w orking group, etc.)
Page 8 of 29
Moreover, DOH allocated its GAD budget for the provision of medical services to
marginalized women diagnosed with cancer. These services include provision of
gynecological cancer awareness and prevention among female patients, provision of
screening and treatment of gynecological disorders and purchase of digital
mammography system. Other client-focused initiatives are installation of handrails on
the female service ward, provision of medical assistance for women senior citizens and
patients with disabilities, as well as advocacy initiatives on donor recruitment, retention
and care.

Finally, the COA allocated a total of PhP 922 million of its GAD budget for client-focused
activities, corresponding to 74.35% of its agency GAD budget in 2019. Client-focused GAD
initiatives of COA include the conduct of annual audit of GAD funds and activities based
on the approved agency GAD plan and budget in accordance with COA Circular No. 2014-
01 and analysis of consolidated results of the audit of GAD funds20 to enhance familiarity
of auditors on the plans and programs of their respective auditee-agencies and to have
better understanding of their sectoral gender issues and concerns.

COA also allocated its GAD budget for the conduct of seminar on GAD planning and
budgeting for auditees21 , including the provision of technical services for their client
agencies. In these sessions, COA officials have been identified to serve as resource
persons concerning audit of GAD funds aimed at enhancing knowledge of agency
personnel on GAD planning and budgeting.

Allocation for Organization-Focused GAD PAPs

Table 4 presents the top ten agencies that have the highest allocation for organization -
focused GAD PPAs based on their endorsed FY 2019 GPBs. Among the agencies with
highest allocation for organization-focused GAD PPAs, DOH ranked first followed by the
PNP, DICT, Philippine Air Force (PAF) and COA.

Organization-focused GAD PPAs include capacity building and skills enhancement

training of personnel such as capacity building of health service providers on VAWC, case
build-up of TIP and transnational crimes; training sessions on gender sensitivity, GAD
planning and budgeting and gender analysis, as well as development of tools and
information, education and communication materials on GAD. These GAD PPAs are
focused on building the capacities of the agencies to perform their GAD-related mandates.

Table 4. Top 10 Agencies with Highest Budget (in Million pesos) for Organization-Focused
(OF) GAD Activities, FY 2019
% OF to
GAD OF
Agency GAA GAD
Budget Allocation
Budget
1. Department of Health 97,653.63 8,152.30 212.92 2.61%
2. Philippine National Police 173,240.87 3,017.60 169.74 5.63%

20Note.
As contained both in the 2017 and 2018 Annual Financial Reports of the Audit Sectors and submit
recommendation/s to the Executive Committee through the Technical Working Group.
21 Government agencies under the national, local and corporate sectors that are audited by COA.

Page 9 of 29
 % OF to
GAD OF
Agency GAA GAD
Budget Allocation
Budget
3. Department of Information 6,278.61 2,027.92 165.76 8.17%
and Communications
Technology
4. Philippine Air Force 24,584.36 1,932.82 147.32 7.62%
5. Commission on Audit 11,925.99 1,236.07 83.63 6.77%
6. Commission on Elections 10,178.73 4,853.44 73.90 1.52%
7. Polytechnic University of the 1,499.02 74.50 71.80 96.38%
Philippines
8. Department of Social Welfare 138,492.62 78,131.21 61.85 0.08%
and Development
9. Bureau of Internal Revenue 8,321.69 182.71 59.27 32.44%
10. Department of Agriculture 36,730.57 563.61 57.10 10.13%

DOH allocated PhP 212.9 million for organization-focused activities, which is 2.61% of
the agency GAD budget in 2019. Majority of DOH initiatives for its organization are
focused on capacity building and skills enhancement of its personnel including health
service providers and partners. For VAWC-related health services, the DOH conducted
various training programs on the management and handling of VAWC cases for health
service providers, such as the recognition, record, refer and report or 4Rs training on
cases of abuse. Another initiative is the intensive course on child protection certification
for doctors and social workers of the child protection unit of the Philippine General
Hospital.

Other DOH organization-focused GAD activities include GAD-related training on gender

sensitivity, gender analysis, and GAD planning and budgeting aimed particularly for GFPS
members. Significant budget is allocated for capacity building workshop on various laws
and international conventions on gender equality and women empowerment in disease
control/public health and its application in the Philippine context; and training in the
development of gender-sensitive IEC and promotional materials to all health education
and promotions officers and GAD representatives at the DOH provincial stations. The
DOH also allocated its GAD budget for the conduct of comprehensive monitoring report
and data analysis through the use of sex-disaggregated data in hospitals; participation of
women employees in other skills enhancement training; maintenance of the daily
operation of the women and children center and GAD and women and child protection
unit rooms; conduct of training on breastfeeding or lactation management; and issuance
of policy on the setting up of facility to support reproductive role of women in all Bureau
of Quarantine offices and provincial stations.

Meanwhile, the PNP follows DOH with a GAD budget for organization-focused activities
amounting to PhP 169.74 million, which is 5.63% of the agency GAD budget in 2019. The
PNP allocated its GAD budget for the conduct of case build-up on TIP and trans-national
crimes; production and distribution of standard operating procedures on TIP
Investigation Manual; conduct of case monitoring of GBV cases; and conduct of training
on women and child protection desk as part of the agency intelligence and investigation
services. These initiatives also include the conduct of a Specialized Investigation Course
Page 10 of 29
for WCPD investigators and a course on “How to Handle GBV Cases” for first responders
of VAWC. Significant budget is also allocated for the maintenance and upgrading of
facilities of the WCPDs, Family Juvenile GAD offices, as well as day care centers and child-
friendly spaces.

Further, PNP allocated its GAD budget for the review and updating of GAD Competency
Development Training Module, and training on various GAD-related topics such as
specific MCW provisions pertaining to the institutional functions of the PNP under the
law, family enrichment seminar, responsible parenthood, family planning, family values,
lectures on the different laws on women and children and gender sensitivity seminars for
agency personnel. The PNP also trained female police officers on various sporting events
in the PNP such as boxing, rowing, track events, and shooting competition at the local,
national and international levels.

Additionally, the PNP allocated its GAD budget for the training of female police officers
on special weapons and tactics, civil disturbance management, as well as search and
rescue and disaster management as part of the agency operation services. Lastly, the PNP
also planned organization-focused initiatives on the formulation of GAD plan and budget,
training on gender analysis for GFPS members, and conduct of the 6th PNP Men Opposed
to Violence Everywhere (MOVE) Summit.

Also included among agencies with the highest GAD allocation for organization-focused
activities is the DICT with an allocation amounting to PhP 165.76 million, which is 8.17%
of the agency GAD budget in 2019. The DICT allocated its GAD budget for the conduct of
consultation meetings to develop the agency GAD Capacity Development Plan which aims
to increase knowledge and skills of its employees and strengthen commitment towards
gender mainstreaming within the organization and the information, communication and
technology (ICT) sector. Similarly, the DICT included the conduct of consultation
meetings for the development of the Department Circular on mainstreaming GAD in the
ICT industry which is aimed towards strengthening GAD principles and awareness in the
sector. The ICT department also allocated its GAD budget for capacity building and skills
enhancement of DICT personnel on gender sensitivity particularly for its new employees,
as well as training on GMEF and gender mainstreaming. Other organization-focused
initiatives include the conduct of impact assessment of key projects (i.e. Tech4Ed and
Digital PH projects), development and maintenance of the agency GAD database, and
conduct of research22 to develop the Women ICT Development Index or WIDI on a
national level.

On the other hand, the PAF has an allocation of PhP 147.32 million for organization-
focused GAD activities, which is 7.62% of the agency GAD budget in 2019. Key initiatives
of PAF for its organization include the drafting of Internal GAD Monitoring and Evaluation
Tool to sustain the implementation of GAD initiatives at the lower units through regular
monitoring and evaluation; conduct of HGDG workshop to assess gender responsiveness
of PAF billeting and administrative facilities; and initiatives to increase quota for women
in UN deployment and training. Other organization-focused initiatives include the
maintenance of sex disaggregated data (SDD) and crafting of Gender Audit Tool for
baseline data gathering to institutionalize the use of SDD in planning, budgeting and

22 Note. Research methods include interview s and focus group discussions

Page 11 of 29
programming; publication of GAD related laws (i.e. VAWC, Sexual Harassment, GBV) that
are customized to the military setting; and conduct of activities to commemorate the
annual celebration of International Women’s Month and 18-Day Campaign to End VAW.

Infrastructure-related activities also form part of PAF’s initiatives for the organization.
These include maintenance of child-minding facilities in eight (8) PAF bases, maintenance
of GAD office, construction of child-minding center and lactation room in all office
buildings and renovation of female alert 462SS as well as designation of breastfeeding
area in every unit of the wing, and repair and enhancement of comfort rooms. The PAF
also allocated its GAD budget for capacity building on gender mainstreaming and gender
analysis; gender sensitivity training for personnel of all PAF bases, and conduct of family
sessions23 to provide a venue where soldiers are able to meet and share their experiences
concerning work and family which could help reduce marital and parenting problems.

Lastly, COA allocated PhP 83.63 million for organization-focused GAD activities which is
equivalent to 6.77% of the agency GAD budget in 2019. The COA’s organization-focused
initiatives include the maintenance and updating of GAD Database needed for gender
analysis or audit; engagement of Job Order personnel to be primarily responsible in
maintaining and updating the database; conduct of GAD Learning Sessions and seminars
on various topics24 to promote a gender-responsive work environment; participation in
the assemblies and other activities organized by PCW and other relevant agency partners
in support of the National Women's Month celebration; and attendance to yearly
assessments conducted in the COA Central Office for the submission of the GPB and GAD
AR. COA also allocated its GAD budget for the strengthening of women's help desk for
legal assistance and counseling to continuously operate and to address VAW and sexual
harassment in a timely, gender-responsive and effective manner. The agency also
allocated its budget for the maintenance of COA Day Care Center towards enhancing
support for its women and men employees with children five years old and below who
need to balance work and family life.

Allocation for GAD-Attributed Programs and Projects

The PCW-NEDA-DBM Joint Circular 2012-01 advocates the use of the HGDG for
mainstreaming gender perspectives in the design, implementation, management,
monitoring and evaluation of regular programs and projects. A portion of or the whole
budget of an agency’s major program or project may be attributed to the GAD budget by
integrating gender considerations in the development, implementation, monitoring and
evaluation stages of the program or project.

Agencies with the highest allocation for GAD-attributed programs and projects based on
their endorsed FY 2019 GPBs include the DSWD, DOH, COMELEC, DENR and the DICT.
The top 10 agencies with highest GAD attribution of programs and projects using the
HGDG tool are reflected in Table 5.

23
Note. Topics include shared parenting, marriage enhancement, maintaining communication
24
Note. Include Orientation Seminar incorporating GAD topics, GAD Aw areness, GAD Planning, Budgeting and
Auditing, Capacity Development Training
Page 12 of 29
 Table 5. Top 10 Agencies with Highest Budget (in Million pesos) for GAD
Attributed Programs (AP), FY 2019
% AP to
AP
Agency GAA GAD Budget GAD
Allocation
Budget
1. Department of Social 138,492.62 78,131.21 68,189.37 87.28%
Welfare and
Development
2. Department of Health 97,653.63 8,152.30 6,518.17 79.96%
3. Commission on 10,178.73 4,853.44 4,713.78 97.12%
Elections
4. Department of 16,459.11 2,262.24 2,202.81 97.37%
Environment and
Natural Resources
5. Department of 6,278.61 2,027.92 1,834.33 90.45%
Information and
Communications
Technology
6. Philippine Air Force 24,584.36 1,932.82 1,785.49 92.38%
7. Commission on 51,491.25 1,289.76 1,272.05 98.63%
Higher Education
8. Technical Education 12,554.66 892.97 768.80 86.09%
and Skills
Development
Authority
9. Department of Justice 7,009.53 521.29 517.67 99.30%
10. Department of 36,730.57 563.61 441.81 78.39%
Agriculture

The DSWD has the highest GAD-attributed budget25 in the amount of PhP 68.1 billion,
which is 87.28% of the agency’s GAD budget in 2019. One of the GAD-attributed programs
of DSWD is the Pantawid Pamilyang Pilipino Program (Pantawid Pamilya). The DSWD
Pantawid Pamilya program includes the conduct Family and Youth Development
Sessions and Focused Group Discussions which focused on issues of child labor, teenage
pregnancy, gender-based violence, gender sensitivity among male spouses, parenting to
adolescent children, shared responsibility, community organizing, paralegal orientation
on solo parents’ concerns, and laws protecting the children and women from all forms of
discrimination, among others. The DSWD also attributed its regular program, the Kapit-
Bisig Laban sa Kahirapan-Comprehensive and Integrated Delivery of Social Service:
National Community Driven Development Project or the KALAHI-CIDDS: NCDDP. The
implementation of the DSWD Field Office 10 on the KALAHI-CIDDS: NCDDP is intended
to focus on the provision of skills training for women beneficiaries on construction
management for sub-projects to increase the women’s participation in paid employment.

25
The portion of the agency’s mainstream, regular or flagship program or project that is attributed to GAD w ith
the use of the HGDG tool. This is not understood as an additional budget provided to the agency.
Page 13 of 29
DOH ranks second highest in terms of GAD-attributed budget in the amount of PhP 6.5
billion or 79.96% of its agency GAD budget in 2019. These attributed programs include
the Annual Deployment of Human Resources for Health Program, Smoking Cessation
Program, Integrated Health and Wellness Program, National HIV/AIDS and STI
Prevention and Control Program, Reproductive Tract Infections Prevention and
Management Program, Family Planning Program, Safe Motherhood Program, Mother-
Baby Friendly Hospital Initiative Program, Adolescent Reproductive Health Program, and
Infertility Program including Prevention of Maternal Abortion and Its Complications.

COMELEC follows DSWD and DOH with a GAD-attributed budget amounting to PhP 4.7
billion, which is 97.12% of its agency GAD budget in 2019. These include the program on
2019 National and Local Elections, Overseas Voting, and Continuing Registration of
Voters. On the other hand, the DENR had a GAD-attributed budget of PhP 2.2 billion,
which is 97.37% of its agency GAD budget in 2019. DENR’s attributed program pertains
to the enhanced National Greening Program.

Lastly, the DICT had a GAD-attributed budget amounting to PhP 1.8 billion or 90.45% of
its agency GAD budget in 2019. These attributed programs include the Cyber Safety
Advocacy and Promotion Activities, Government Emergency Communication System,
Integrated Business Permit and Licensing System, DigitalPH, Tech4Ed, as well as ICT
Systems Infrastructure Development, Management and Advisory Program.

PART 2. GAD BUDGET UTILIZATION

GAD budget utilization is lower than what is planned or allocated by government

agencies. This is because budget allocation at the preparation of the FY 2019 GPB is not
necessarily the same as the actual approved budget for the year; thus, the total budget
reflected in the FY 2019 GAA could be higher or lower than what is reflected in the FY
2019 GAD AR. Still, agencies with high GAD expenditures implemented client-focused
GAD PAPs aligned with their mandate and addressing the gender needs of their clientele,
as well as the gender gaps identified within the organization.

The top ten agencies with the highest GAD expenditures based on accepted FY 2019 GAD
ARs are presented in Table 6. The COA had a notable utilization or GAD expenditure of
PhP 180.80 million26 .

Table 6. Top 10 Agencies with the Highest GAD Expenditures

(in Million pesos), FY 2019
Agency GAA Total GAD Expenditure
(In Million Pesos) (In Million Pesos)
1. Commission on Audit 11,925.99 180.80
2. Philippine Drug 2,056.89 116.17
Enforcement Agency
3. Professional Regulation 1,130.62 80.39
Commission
4. Iloilo Science and 559.79 44.03
Technology University

26Although this amount comprised only tw o percent of the agency GAA or total agency budget of COA in 2019.
Page 14 of 29
 Agency GAA Total GAD Expenditure
(In Million Pesos) (In Million Pesos)
5. Philippine Carabao Center 651.98 42.19
6. Philippine Overseas 431.42 32.47
Employment
Administration
7. Laguna State Polytechnic 439.53 24.98
University
8. Partido State University 424.68 24.13
9. Forest Products Research 246.01 20.66
and Development Institute
10. Bureau of Corrections 4,099.81 16.55

Meanwhile, Table 7 shows the top ten agencies with the highest percentage of GAD
expenditures vis-a-vis their agency GAA or total agency budget in 2019 based on their
accepted FY 2019 GAD ARs. It should be noted that agencies with the highest GAD budget
allocation as mentioned in the preceding table do not necessarily have a high budget
utilization.

As shown in the succeeding table, four agencies spent around 8% of their agency budget
for GAD. These include the Forest Products Research and Development Institute, Iloilo
Science and Technology University, Central Board of Assessment Appeals, and Philippine
Overseas Employment Administration (See Table 7).

Table 7. Top 10 Agencies with Highest Percentage of GAD Expenditures

over GAA Budget, FY 2019
Agency GAA* Total GAD % Expenditure
Expenditure* to GAA
1. Forest Products Research and 246.01 20.66 8.40%
Development Institute
2. Iloilo Science and 559.79 44.03 7.87%
Technology University
3. Central Board of Assessment 20.66 1.59 7.69%
Appeals
4. Philippine Overseas 431.42 32.47 7.53%
Employment Administration
5. Professional Regulation 1,130.62 80.39 7.11%
Commission
6. Career Executive Service 92.11 6.46 7.01%
Board
7. Philippine Carabao Center 651.98 42.19 6.47%
8. Metals Industry Research 253.92 16.18 6.37%
and Development Center
9. Guimaras State College 105.99 6.69 6.31%
10. National Book Development 68.54 3.95 5.76%
Board
* in Million pesos
Page 15 of 29
Expenditures for Client-Focused GAD PAPs

Table 8 presents the agencies with the highest expenditures for client-focused GAD PAPs
in 2019. COA ranked first among those with the highest expenditures for client-focused
GAD PAPs amounting to PhP 166.64 million, which is 91.54% of its agency GAD
expenditures in 2019.

Table 8. Top 10 Agencies with Highest Expenditures (in Million pesos) for
Client-Focused (CF) GAD Activities, FY 2019
% CF to
Total GAD CF
Agency GAA Total GAD
Expenditure Expenditure
Expenditure
1. Commission on 11,925.99 182.03 166.64 91.54%
Audit
2. Professional 1,130.62 719.59 78.48 10.91%
Regulation
Commission
3. Philippine Drug 2,056.89 116.17 64.15 55.22%
Enforcement
Agency
4. Philippine Carabao 651.98 42.19 41.71 98.87%
Center
5. Philippine Overseas 431.42 32.69 31.54 96.48%
Employment
Administration
6. Forest Products 246.01 27.82 17.38 62.48%
Research and
Development
Institute
7. Laguna State 439.53 16.51 15.90 96.31%
Polytechnic
University
8. Metals Industry 253.92 17.36 15.26 87.92%
Research and
Development
Center
9. Cooperative 609.14 13.55 13.55 100.00%
Development
Authority
10. Partido State 424.68 24.13 12.93 53.59%
University

COA’s client-focused initiatives proposed in its FY 2019 GPB have been implemented for
the period. These include the conduct of annual audit of GAD funds based on the approved
GAD plan and budget in accordance with COA Circular No. 2014-01. COA conducted an

Page 16 of 29
analysis of consolidated results of the audit of gender funds27 to enhance familiarity of
auditors on the plans and programs of their respective auditee-agencies and to have
better understanding of their sectoral gender issues and concerns. In addition, COA
conducted seminar on GAD planning and budgeting for auditees and provided technical
services for their client agencies concerning audit of GAD funds.

The Professional Regulation Commission (PRC) follows COA in terms of its GAD
expenditures for client-focused activities amounting to PhP 78.48 million, which is
10.91% of its agency GAD expenditures in 2019. PRC’s client-focused initiatives include
reproduction and dissemination of GAD-related IEC materials for clients, establishment
of GAD information/assistance desk in PRC central office and regional offices, and
conduct of capacity building on GAD-related issues for personnel assigned to handle
complaints in GAD information/assistance desk. PRC’s GAD expenditures also include
setting-up of lactation rooms for breastfeeding/lactating clients; renting of a testing
center with accessibility features including computer kiosk for the exclusive use of
persons with disabilities, pregnant women and senior citizen examinees; as well as hiring
of skilled doctors for clients who have special needs (i.e., deaf and mute).

Meanwhile, the Philippine Drug Enforcement Agency follows the COA and PRC with GAD
expenditures for client-focused activities amounting to PhP 64.15 million, which is
55.22% of its agency GAD utilization in 2019. PDEA’s initiatives for its clients are focused
on the conduct of various anti-illegal drug advocacy campaigns and lectures. The PDEA
was able to reach 3.6 million participants through the agency’s advocacy campaigns
nationwide with 48% (or 1,745,943) female and 52% (or 1,861,891) male participants.
There were also 46,501 lectures conducted nationwide on drug courier problems
reaching more than 2,000 participants from the agency’s Balay Silangan Reformation
Program with 66% (or 1,333) of the participants graduating in 2019. In addition, PDEA’s
GAD budget was spent on the operation of the PDEA Children and Women Involved in
Illegal Drug Activities (CWIIDs) Desk, which designated 34 drug enforcement officers as
children and women’s welfare officers nationwide.

The Philippine Carabao Center ranked fourth with the highest GAD expenditures for
client-focused activities amounting to PhP 41.71 million or 98.87% of its agency GAD
expenditure in 2019. The PCC expended a significant budget on the provision of artificial
insemination (AI) services in the utilization of genetically improved carabaos to help
increase the income of women and men farmers. In 2019, a total of 62,269 AI services
were provided to 43,955 farmer-clients, 6% (or 2,529) of which are female. Alongside
this is the provision of good quality carabaos through the paiwi and bull loan. There were
53 female buffalos and 173 bulls provided or loaned out to 1,857 farmer-clients, of which
seven percent (or 128) are female.

Further, the PCC conducted five social preparation training for new farmer-clients
organizing about 118 farmers, where 42 members are women. Other training activities
were conducted such as 13 training programs on dairy buffalo care and management; ten
training programs on proper milking, handling and processing; eight training programs
on feeds and feeding, and ten training programs on record keeping. A total of 10,490
farmer-clients were trained, 43 percent of which are women.
27
Note. As contained both in the 2017 and 2018 Annual Financial Reports of the Audit Sectors and submit
recommendation/s to the Executive Committee through the Technical Working Group.
Page 17 of 29
The PCC also conducted four training programs on financial and business management.
The agency estimated about 825 farm families documented with return of investment of
not less than 20% from carabao-based enterprises. Assistance was also provided to
clients in the establishment of four marketing outlets with 73 women and 53 women
linked to the market. Moreover, the PCC conducted one National Carabao Conference
with at least one woman and one youth recognized during the “National Search for
Outstanding Juana and Kabataan sa Kalabawan.” Nine IEC materials were also developed
on the beneficial and practical livestock farming technologies, reaching about 22,835
women clients.

Lastly, the Philippine Overseas Employment Administration (POEA) ranked fifth with
GAD expenditures for client-focused activities amounting to PhP 31.54 million, which is
96.48% of its GAD utilization in 2019. The POEA conducted migrant workers education
programs and anti-illegal recruitment campaign strategies. In 2019, the POEA conducted
pre-employment orientation seminars attended by 19,230 participants (with 56%
females, and 44% males); 28 sessions of capability enhancement training attended by
2,063 participants (52% females, 48% males); and 31 sessions of anti-illegal
recruitment/trafficking in persons seminar attended by 3,556 participants (62% females,
38% males). The POEA also utilized its GAD budget for the strict enforcement of penalties
to non-compliant licensed Philippine recruitment agencies as well closer coordination
with the Philippine Overseas Labor on the repatriation of women workers and the
vulnerable sector. In 2019, there were 7,380 women OFWs in distress who were
repatriated within the prescribed period.

In addition, the GAD budget was utilized for the hiring and designation of female hearing
officers and reviewers who will handle gender concerns/cases of OFWs, as well as hiring
of conciliators who have undergone GAD seminars. In 2019, the POEA served a total of 51
female complainants, and provided conciliation services to 5,702 women clients with a
60% conciliation settlement rate. Moreover, the POEA was able to assist 1,475
complainants in filing disciplinary action against employers (907 females, 568 males);
149 complainants assisted in the preparation of affidavits for illegal recruitment (111
females, 38 males); and 770 complainants assisted in filing of recruitment violation
complaints (470 females, 300 males).

Other client-focused initiatives implemented by the POEA include the institutionalization

of sex-disaggregated data on OFWs, provision of 24/7 gender-responsive assistance to
OFWs, provision of assistance to applicants including relevant information on existing job
orders of licensed agencies during job fairs, as well as provision and maintenance of
separate lanes for household workers to ensure proper documentation of workers.

Utilization for Organization-Focused (OF) GAD PAPs

Table 9 indicates the agencies with the highest expenditures for organization-focused
GAD PAPs which include the PDEA, COA, Tarlac Agricultural University (TAU),
Department of Agrarian Reform (DAR) and Partido State University (ParSU). PDEA ranks
first among agencies with the highest expenditures for org-focused PAPs in the amount
of PhP 52 million, which is 44.78% of the agency’s GAD expenditures in 2019.

Page 18 of 29
 Table 9. Top 10 Agencies with Highest Expenditures (in Million pesos) for
Organization-Focused (OF) GAD Activities, FY 2019
% OF to Total
Total GAD OF
Agency GAA GAD
Expenditure Expenditure
Expenditure
1. Philippine Drug 2,056.89 116.17 52.01 44.78%
Enforcement Agency
2. Commission on Audit 11,925.99 180.80 14.16 7.83%
3. Tarlac Agricultural 298.92 15.35 12.87 83.87%
University
4. Department of 7,832.48 31.13 12.61 40.49%
Agrarian Reform
5. Partido State 424.68 24.13 11.20 46.41%
University
6. Bureau of Corrections 4,099.81 16.55 10.44 63.09%
7. National Museum 583.54 13.11 9.74 74.28%
8. Laguna State 439.53 24.98 9.08 36.35%
Polytechnic University
9. Iloilo Science and 559.79 9.43 5.52 58.53%
Technology University
10. Office of the 688.66 9.14 5.08 55.59%
Presidential Adviser
on the Peace Process

PDEA’s organization-focused initiatives include capacity development of at least 35% of

female drug enforcement officers on gender-responsive anti-drug training, seminars, and
conferences and maintenance and monitoring of sex disaggregated data particularly on
arrested personalities and rescued children which will serve as reference for the
development of agency action plans. Relative to this activity, the PDEA recorded a total of
230 rescued children (32 females, 198 males), and a total of 13,092 arrested drug
personalities.

COA follows PDEA among agencies with the highest expenditures for organization-
focused activities by utilizing Php 14.16 million, which is 7.83% of its agency GAD
utilization in 2019. As part of its organization-focused initiatives, COA utilized its GAD
budget on the maintenance and updating of the GAD Database needed for gender-based
analysis or audit; engagement of Job Order personnel for the maintenance and updating
the database; conduct of GAD Learning Sessions and seminars on various topics28 to
promote a gender-responsive work environment; participation in the assemblies and
other activities organized by PCW and other relevant agency partners in support of the
National Women's Month celebration; and attendance to yearly assessments conducted
in the Central office for the submission of GPB and GAD AR. Similarly, the COA expended
its GAD budget for the strengthening and continuous operation of women's help desk
providing legal assistance and counseling; response to VAW and sexual harassment in a

28Note. Include Orientation Seminar incorporating GAD topics, GAD Aw areness, GAD Planning, Budgeting and
Auditing, Capacity Development Training

Page 19 of 29
timely, gender-responsive and effective manner, as well as maintenance of COA Day Care
Center.

On the other hand, TAU comes next with GAD expenditures amounting to PhP 12.87
million which is 83.87% of its GAD utilization in 2019. Organization-focused GAD
initiatives of the university include capacity building on gender mainstreaming, gender
analysis, and GAD planning and budgeting for GFPS members, as well as integration of
GAD concepts in curriculum, research and extension. A planning workshop was also
conducted on the implementation of gender-responsive extension activities and attended
by 575 employees (373 females, 202 males). Relevant to this activity, 25 gender -
responsive extension activities were implemented for farmers, cooperative officials and
members of other minority groups in 2019. The TAU also conducted GAD-related events
such as assessment and planning conference, GAD research capability building attended
by 21 faculty members (16 females, 5 males) and conduct of Women’s Month Celebration
activities where at least 100 employees participated. Preparation and distribution of GAD
IEC materials as well as purchase of GAD-related books and other instructional materials
also form part of TAU’s initiatives for the organization. In 2019, TAU also developed a
gender-responsive policy on disaster preparedness and anti-bullying for employees,
established child-minding center; developed and implemented GAD Information System
for the collection of sex-disaggregated data; purchased supplies and equipment for the
GAD office and hired GAD personnel.

Meanwhile, the DAR had GAD expenditures amounting to PhP 12.61 million or 40.49% of
its GAD utilization in 2019. Key organization-focused initiatives of DAR include the
conduct of basic training on GAD where at least 25 members of the agency management
committee and 16 regional directors have developed appreciation on GAD; review of
2019 regional and provincial GAD plans and budgets and GAD accomplishment reports,
and establishment and operation of the agency GAD center. The DAR significantly utilized
its budget for the amendment of its sectoral guidelines to align with DAR Administrative
Order No. 1 Series of 2011 entitled “Guidelines Governing Gender Equality in the
Implementation of Agrarian Reform Laws and Mainstreaming Gender and Development
in the Agrarian Reform.”

Finally, the ParSU rounds up the highest-ranking agencies with a GAD expenditure of PhP
11.20 million for organization-focused activities, which is 46.41% of its GAD utilization
in 2019. The university’s organization-focused GAD initiatives include attendance and
participation to various conferences and seminars by GFPS members and GAD
coordinators, including research and extension fora by faculty extensionists; conduct of
information dissemination campaign on GAD; and conduct of four GAD-related
researches. The ParSU also expended its GAD budget for the collection of sex-
disaggregated data and gender-related information to develop a knowledge management
system, improvement of university facilities with accessibility features including
construction of additional comfort rooms, and establishment of GAD resource center.

Page 20 of 29
Utilization for GAD-Attributed Programs

Agencies with the highest expenditures for GAD-attributed programs include two
universities – the Iloilo Science and Technology University (ISTU) and University of the
Philippines Open University (UPOU).

Table 10. Agencies with Highest Expenditures (in Million pesos) vis-à-vis their
Total GAD Expenditure for GAD-Attributed Programs (AP), FY 2019
% AP to Total
Total GAD AP
Agency GAA GAD
Expenditure Expenditure
Expenditure

1. Iloilo Science and Technology 559.79 44.03 34.60 78.59%

University

2. University of the Philippines 139.96 10.59 7.59 71.67%

Open University

The ISTU has the highest expenditures for GAD-attributed programs amounting to PhP
34.60 million, which is 78.59% of the university’s GAD utilization in 2019. The GAD-
attributed programs include the infrastructure and facilities improvement of the
university such as the construction and/or renovation of University Student Affairs and
Services Complex, Administrative Building in Miag-ao campus, Multi-Purpose Hall in
Dumangas campus, and Covered Gym in Leon campus.

On the other hand, the UPOU ranks second highest in terms of GAD-attributed
expenditures in the amount of PhP 7.59 million or 71.67% of the university’s GAD
utilization in 2019. The GAD-attributed program pertains to the continuous construction
of the International Convention Center at the UPOU Headquarters.

Government-Owned and Controlled Corporations (GOCCs)

This section presents the top-ranking GOCCs with the highest GAD budget and GAD
expenditures for FY 2019. This covers both GOCCs receiving annual appropriations from
the GAA and GOCCs without budgetary support. The GOCCs are not included in the
analysis and ranking of agencies with top percentage on GAD allocation and
expenditures as extensively discussed in the preceding sections, due to the
discrepancy on GAD allocation and expenditures vis-à-vis their general
appropriations or corporate operating budgets. However, GOCCs are included in this
report for the purpose of identifying their GAD allocation and expenditures for FY 2019.
This section also includes the programs and projects implemented that are aligned with
the respective agency mandates of GOCCs.

GOCCs with the highest GAD budget based on their endorsed FY 2019 GPBs are listed in
Table 11.

Page 21 of 29
GAD Budget of GOCCs with Budgetary Support

Table 11. Top 10 GOCCs with Budgetary Support with the

Highest GAD Budget, FY 2019
Agency Total GAD Budget
1. Social Housing and Finance Corporation 6,577,167,144.48
2. National Housing Authority 1,872,490,913.62
3. National Irrigation Administration 1,694,829,305.00
4. Development Bank of the Philippines 550,550,000.00
5. Sugar Regulatory Administration 286,000,656.00
6. National Power Corporation 54,428,200.00
7. Light Rail Transit Authority 29,267,012.00
8. Authority of the Freeport Area of Bataan 26,262,900.00
9. Home Guaranty Corporation 15,150,000.00
10. Local Water Utilities Administration 14,081,630.00

As the lead agency that undertakes social housing programs catering to the formal and
informal sectors in the low-income bracket, the Social Housing and Finance Corporation
(SHFC)’s client-focused GAD activities include the engagement of women in community
planning through information dissemination on women’s rights to housing coupled with
capacity development in shelter and urban development, conduct of livelihood and skills
training to ensure holistic approach to resettlement programs and training in disaster
risk management to prepare women for humanitarian emergencies. Its organization-
focused GAD PAPs include the conduct of GAD-related training such as gender sensitivity,
orientation on gender-related laws and other capacity development activities to
strengthen and to institutionalize the GAD Focal Point System and to enhance awareness
of SHFC’s staff on GAD. Contributing enormously to SHFC’s GAD budget allocation is the
attribution of their flagship program, the Community Mortgage Program which scored 18
out of 20, enabling them to attribute 80% of the total program budget for 2019.
Meanwhile, the total percentage of SHFC’s GAD allocation vis-a-vis the GAA is 41.66
percent.

Following SHFC is the National Housing Authority (NHA) with a total GAD budget of
PhP1.8 billion. NHA’s mandate includes shelter production focusing on the housing needs
of the lowest 30% of the urban population and provision of technical assistance to LGUs
in the implementation of their housing programs. NHA’s client-focused GAD PAPs are
advocacy activities and orientation-seminars aimed at increasing awareness of clients on
women’s issues and concerns, as well as rights of community leaders and program
beneficiaries. Their GPB also includes a review of policy to ensure that women are
represented in the estate management and maintenance of Low-Rise Building (LRB).

NHA’s organizational-focused GAD PAPs, on the other hand, pertain to the development
and production of IEC materials on GAD, capacity building activities for staff and project
implementers and the administration of HGDG to flagship programs. Two flagship
projects subjected to a gender analysis using the HGDG tool garnered a score of 7.03 out
of 20, enabling them to attribute 25 percent of the total cost of said projects to the GAD
budget.

Page 22 of 29
Meanwhile, the National Irrigation Administration’s (NIA) total GAD budget is the sum of
the endorsed GPBs of the agency’s regional offices. NIA develops and maintains irrigation
systems in support of the agricultural programs of the government. To this end, NIA
partners with farmers and LGUs and provides technical assistance to institutions in the
development of water resources for irrigation. Some of the notable client-focused GAD
PAPs include development of IEC materials on GAD and conduct of GAD-related training
to increase awareness of partners and beneficiaries on gender equality. Measures to
ensure women’s participation include redesigning of existing dam facilities to make the
structures women-friendly, and the conduct of occupational safety and health related to
repair, operation and maintenance of irrigation systems. NIA’s organization-focused
GAD PAPs include the capacity building activities to strengthen and institutionalize the
GFPS, maintenance of GAD corner, conduct of workshop on HGDG, GST for staff,
participation in the Women’s Month Celebration and the 18-day campaign to end VAW
and orientation on gender-related laws. Further, the agency attributed the rehabilitation,
restoration and repair of existing irrigation systems to the GAD budget.

GAD Expenditures of GOCCs with Budgetary Support

The five GOCCs with budgetary support with the highest GAD expenditures based on
accepted FY 2019 GAD ARs are the Landbank of the Philippines, the Philippine Institute
for Development Studies, People’s Television Network Inc., Philippine Fisheries
Development Authority and Aurora Pacific Economic Zone and Freeport Authority (See
Table 12).

Table 12. Top 5 GOCCs (with budgetary support) with the

Highest GAD Expenditure (As of May 6, 2020)
Agency Total GAD Expenditure
1. Land Bank of the Philippines 1,672,446,336,558.85
2. Philippine Institute for Development Studies 13,701,946.83
3. People's Television Network Inc. 9,310,421.38
4. Philippine Fisheries Development Authority 4,896,693.08
5. Aurora Pacific Economic Zone and Freeport 1,150,742.57
Authority

GAD Budget of GOCCs without Budgetary Support

GOCCs without budgetary support are those GOCCs that do not receive annual
appropriations from the GAA.

Table 13 and Table 14 present the GOCCs with the highest GAD budget based on their
endorsed FY 2019 GPBs and highest GAD expenditures based on their accepted FY 2019
GAD ARs. The top five GOCCs without government budgetary support that have the
highest GAD budget include the Philippine Charity Sweepstakes Office, the Al-Amanah
Islamic Investment Bank of the Philippines, PNOC Exploration Corporation, Philippine
Rice Research Institute and the National Tobacco Administration.

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 Table 13. GOCCs (without budgetary support) with the
Highest GAD Budget, FY 2019
Name of Agency Total GAD Budget
1. Philippine Charity Sweepstakes Office 4,470,960,000.00
2. Al-Amanah Islamic Investment Bank of the 556,615,542.73
Philippines
3. PNOC Exploration Corporation 388,623,746.00
4. Philippine Rice Research Institute 79,763,514.03
5. National Tobacco Administration 61,750,000.00
6. Government Service Insurance System 47,151,056.82
7. Philippine Ports Authority 43,610,230.00
8. Metropolitan Waterworks and Sewerage 14,953,626.00
System Regulatory Office
9. Philippine International Convention Center 6,743,680.00
10. Metropolitan Waterworks and Sewerage 6,696,000.00
System Corporate Office

Among the GOCCs with the highest GAD expenditures based on the accepted FY 2019 GAD
ARs are the Social Security System, Philippine Rice Research Institute, Philippine Ports
Authority, Philippine Postal Corporation and Development Academy of the Philippines.

Table 14. Top 10 GOCCs (without Budgetary Support) with the

Highest GAD Expenditure, FY 2019
Name of Agency Total GAD Expenditure
1. Social Security System 82,267,063,298.55
2. Philippine Rice Research Institute 111,839,224.00
3. Philippine Ports Authority 57,269,587.47
4. Philippine Postal Corporation 16,117,861.66
5. Development Academy of the Philippines 2,225,635.16
6. DBP Leasing Corporation 2,074,552.55
7. Philippine Reclamation Authority 887,661.52
8. Philippine Deposit Insurance Corporation 447,263.74
9. Philippine Retirement Authority 389,679.96
10. PEA Tollway Corporation 212,342.00

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Observations on the FY 2019 GAD AR Review

The review of the FY 2019 GAD ARs of NGAs, SUCs and GOCCs yielded some insights and
observations on the capacity of said agencies to comply with the requisites of GAD
planning and budgeting. These observations were gathered through survey, online
consultations and focused group discussion among the technical officers who reviewed
the 2019 GAD ARs of agencies.

While conducted purposively, the observations gathered from the reviewers served to
inform the recommendations for the enhancement of the GPB and GAD AR review process
and improvement of compliance to the GAD budget policy. Generally, the observations
centered on procedural and substantive issues and observations in GAD planning and
budgeting, to wit:

Procedural issues

1) Lack of necessary MOVs to support responses to the filled-out HGDG checklist

2) Difficulty in using the HGDG tool for GAD attribution (i.e., filling-out the checklist,
producing the relevant MOVs)
3) GFPS secretariat or technical staff are new and unfamiliar with GAD planning and
budgeting
4) Inability to enhance GAD AR based on PCW comments
5) Insufficient knowledge on the use of GMMS, e.g., deletion of rows in the GMMS

Substantive issues

6) Inability/Difficulty of reaching the 5% GAD Budget utilization

7) Difficulty in aligning gender issues, GAD mandates, GAD objectives, GAD PAPs,
GAD Performance Indictors, and GAD targets
8) Inability to reflect sex--disaggregated data on client groups and beneficiaries
9) Repetitive GAD PAPs and recurring gender issues
10)Inability to report the results of implementing the GAD PAPs Type
11)Inability to perform gender analysis
12)Inability to accomplish/implement the GAD Plan and Budget
13)Implementation of PAPs not chargeable to the GAD budget
14)Difficulty distinguishing client-focused from organization-focused GAD PAPs
15)Difficulty in identifying GAD PAPs from tasks or processes

Notable Observations

Reviewers also noted some good practices of agencies that complied with GPB and GAD
AR submission and have diligently integrated the comments provided by PCW in the
enhancement and finalization of their GAD planning and budgeting documents. Among
these are the following:

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 1) Clear alignment of GAD mandate and gender issue, cause of the gender issue, GAD
result statement and GAD objective, GAD activities
2) Alignment of GAD PAPs with agency mandate
3) Purposive inclusion of women in specific projects, e.g., irrigation
4) Agency reflected reasons for partial implementation and non-implementation
5) Well-written entries in the GAD AR
6) Cognizance of client-focused and organization-focused GAD activities that can be
charged to the GAD budget

Recommendations and ways forward

In response to the procedural and substantive issues encountered by agencies in their

compliance to the GAD budget policy, this report would like to put forward the following
recommendations to be considered in the succeeding GAD planning and budgeting cycle
by policymakers such as Congress and oversight agencies, as well as PCW, other
government agencies and GAD advocates.

Improve policy implementation

Government agencies have encountered implementation issues in their compliance with

the policy guidelines on GAD planning and budgeting. While GAD planning and budgeting
guidelines such as the PCW-NEDA-DBM Joint Circular 2012-01 can be enhanced to aid
policy implementation, it is recommended that government agencies address policy
implementation issues at their level. Particularly, these issues and concerns pertain to the
role of central offices and regional offices in GPB submission, as well as attribution of
programs and projects using the HGDG tool. Government agencies, particularly central
offices, should lead and guide the preparation of consolidated GPBs and GAD ARs with
their constituent units, the conduct of gender analysis of programs and projects, as well
as the use of the HGDG tool for attribution.

PCW and co-issuing oversight agencies of the Joint Circular 2012-01, on the other
hand, should immediately amend the JC 2012-01 to clarify the roles of submitting
agencies and oversight agencies, clarify the guidelines on GAD attribution, among other
policy amendments. To guide the preparation and implementation of their annual GAD
plans and programs, particularly on substantive gender issues and GAD strategies that
can be prioritized over a medium or long-term period, it is recommended that agencies
craft their GAD Agenda or Strategic Framework on GAD based on results of gender
analysis and assessment and guided by their goals/targets and commitments in the
Gender Equality and Women Empowerment (GEWE) Plan 2019-2025 and Philippine Plan
for Gender-Responsive Development (PPGD) 1995-2025.
Meanwhile, it was found out that extension programs, which can be direct GAD activities
or regular activities that cater to a multitude of developmental concerns in the adopted
communities of SUCs for their extension services, have been linked to the GAD budget
without apparent or clear gender-related parameters. In this regard, it is recommended
that CHED and PCW issue specific guidelines on the attribution of extension

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programs using the HGDG tool to properly guide SUCs that attribute their extension
programs and services to GAD.

To enforce compliance to the GAD budget policy, coordination between the PCW and
the Commission on Human Rights (CHR) on the implementation of the Gender
Ombud Guidelines should be strengthened. Penalties for non-compliance to the GAD
Budget policy may also be considered.

Technical assistance

The MCW IRR tasked the NEDA and the PCW on the promotion of the Harmonized Gender
and Development Guidelines (HGDG) as a tool for gender analysis to incorporate GAD
considerations in program/project design, development, implementation, management,
monitoring and evaluation. Through the implementation of the PCW-NEDA-DBM Joint
Circular 2012-01, the use of the HGDG tool in GAD attribution of regular, mainstream and
flagship programs and projects has been adopted by agencies for the period 2012-2019.
At present, the recognized tool for GAD attribution is none other than the HGDG.
However, agencies, especially regional offices of line departments and attached agencies,
have uneven knowledge and skills on the application of the tool in their regular or
sectoral programs and projects.

In this regard, it is recommended that central offices of line departments and attached
agencies prioritize capability building on the use of the HGDG to enable them to do
the budget attribution of a portion of their flagship/regular/mainstream program or
project to GAD. Relative to this, central offices of departments and attached agencies
implementing programs that are nationwide in scope should lead the conduct of gender
analysis of their programs and its attribution using the HGDG tool. There should also be
focused technical assistance and guidance for SUCs to help them properly attribute their
extension programs to GAD using the HGDG. Furthermore, HGDG should be appreciated
as a tool for gender analysis and making the program gender responsive, and not just a
means for increasing the percentage of agency budgets and expenditures that can be
attributed to GAD. It would also be beneficial for the GAD focal point system, unit or
person to be familiar with the process of GAD attribution using the HGDG.

Capacity Development

One of the most recurring GAD activities of agencies in their GPBs and GAD ARs is the
conduct of various capacity building activities on GAD. The recurrence of GAD capacity
development over time indicate that agencies have yet to fully mainstream gender and
development in its systems, processes, procedures, programs and policies, in cognizance
of the Magna Carta of Women. The procedural issues indicating that agency GAD focal
point systems or persons are new or unfamiliar with GAD planning and budgeting affirm
this. It seems that annually, agencies need to devote a significant portion of their GAD
budgets for the conduct of regular and continuous training on GAD planning and
budgeting, gender analysis and use of gender analysis tools. While this is needed to build
capacity among focal persons, units and offices tasked to steer gender mainstreaming
inside the agency, it also manifests the need for capacity development activities to be
more effective, so that the capacity development will enable the agency to achieve gender
equality and women empowerment results.
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A review or assessment of capacity development initiatives undertaken by the
agency for a period might be helpful in identifying gaps in the skills and
competencies of GAD focal point systems, units and persons tasked to facilitate
gender mainstreaming. Since agencies differ in mandates, it would be beneficial for the
focal point system, unit or person to develop knowledge and understanding on GAD
mainstreaming contextualized in their agency policies, programs, processes and systems.
The use of HGDG and the Gender Mainstreaming Evaluation Framework (GMEF) as
gender analysis tools and not just a means for increasing GAD attribution is conducted
within the purview of utilizing the five percent GAD budget in influencing the rest of the
mainstream or regular agency budget.

To ensure that GAD plans and budgets remain to be relevant and effective tools for gender
mainstreaming, there is a need for continuous provision of technical assistance on
GAD planning and budgeting before and during the formulation of agency GPBs.
Technical assistance should be extended to the preparation of GAD Accomplishment
Reports (GAD ARs) wherein reporting outcomes of GAD initiatives remains to be a
challenge among implementing agencies. Furthermore, quite a number of agencies have
reported non-implementation of proposed GAD activities in their GAD ARs, which is
indicative of further constraints in the agency, such as procurement issues or lack of
material, financial or political support to GAD initiative by concerned offices in the
agency, e.g., budget office or the management.

Another recommendation is for agencies to regularly include in their GAD plans and
reports, the collection of relevant sex-disaggregated data (SDD) as basis for the gender
issues or cause of gender issues to be addressed in their GAD plan. Indeed, the efforts of
agencies in reflecting SDD in their GPBs and GAD ARs are not left unnoticed. Yet, while
these are already in place in some GPBs and GAD ARs of agencies, there is a need for the
systematic collection, organization, processing and analysis of SDD beyond the usual
gathering of male-female employment data. There is a need to extend collection of SDD
to client beneficiaries of agency programs and services and to scale up data from regional
to national level data that is accessible for policymakers, researchers, advocates and
other stakeholders.

Other recommendations

Finally, to improve compliance and monitoring of GAD initiatives, concerned oversight

agencies are recommended to explore and to support the proposal of dedicating a unit or
personnel for GAD at the national level. GAD mainstreaming requires competence, skill
and dedication similar to a full-time position in the agency. At present, the creation of
positions and staffing pattern in agencies is regulated by the Department of Budget and
Management (DBM), and while creation of positions specifically dedicated to GAD is in
place in local government units, the same is not observed at the national government.
Hence, while job order or service contract staff can be hired to augment this need, the
lack of tenure could pose as an obstacle, as the services of job order or service contract
workers can easily be terminated. It would be beneficial for a full-time staff to work
closely and exclusively on GAD to sustain investments made in GAD capacity
development. ###

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Type text here

 REFERENCES

Department of Budget and Management. FY 2019 General Appropriations Act. Retrieved

between May to July 2020 at DBM: https://www.dbm.gov.ph/index.php/bud get-
documents/2019/general-appropriations-act-fy-2019/gaa-volume-ib-2019

Philippine Commission on Women. Gender Mainstreaming Monitoring System.

https://gmms.pcw.gov.ph/action/track_gpb_ars/

PCW, NEDA, DBM Joint Circular 2012-01: Guidelines for the Preparation of Annual
Gender and Development (GAD) Plans and Budgets and Accomplishment Reports to
Implement the Magna Carta of Women. Retrieved on December 29, 2020 at
https://library.pcw.gov.ph/sites/default/files/pcw-neda-dbm-jc-2012-01.pdf

RA 9710 or The Magna Carta of Women. Retrieved on December 29, 2020 at

https://pcw.gov.ph/republic-act-9710-magna-carta-of-women/

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