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I. DESCRIPTION OF THE ORGANIZATION

I. DESCRIPTION OF THE ORGANIZATION.

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I. DESCRIPTION OF THE ORGANIZATION

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  1. I. DESCRIPTION OF THE ORGANIZATION • The Provincial Tourism Office under the Provincial Government of Aurora is a newly created department/office by virtue of Provincial Ordinance No. 2002-87. The establishment of said office is in take charge of the development of tourism industry in the province. • Plans and implements tourism programs, projects and activities; • Formulation of policy, tourism strategies and promotion of program of the province; • Prepares annual budget, source out funds for tourism programs; • Implement tourism master plan of the province; • Strengthen, provide total strengthen to various sectors/partners of tourism; • In close collaboration with NGOs, Pos, and other sectors promote and market tourism programs, projects and activities. Eleanor M. Olivar

  2. Overall Physical & Financial Status Baseline Format 1 Working Form 1 Quarterly Input Form Diagram 1 : Flowchart of Project MES Components Responsible Centers Bench Mark Input Output Processing Quarterly Data Input Form

  3. ORGANIZATIONAL CHART GOVERNOR Provincial Tourism Council Provincial Government Department Head ADMINISTARTIVE SECTION Admin. & Finance Officer I (Provincial Tourism Officer) SG-26 Clerk IV Proposed for expansion Existing Position Driver III PROMOTION & INFORMATION DIVISION MONITORING & PROJECT EVALUATION DIVISION PLANNING & STANDARD DIVISION Supervising Tourism Operations Officer (SG-22) Supervising Tourism Operations Officer (SG-22) Supervising Tourism Operations Officer (SG-22) Tourism Operations Officer II (SG-15) Tourism Operations Officer II (SG-15) Senior Tourism Operations Officer (SG-18) Tourism Operations Officer II (SG-15) Tourism Operations Officer II (SG-15)

  4. ROLE/FUNCTION • As the Office-In-Charge of the Provincial Tourism Office, I am responsible with • the following tasks: • Implement laws, policies, plans, programs and rules and regulations of the department; • Formulate local tourism plans, programs and projects for the development of tourism • industry in the province; • Coordinate and supervise all activities of the province concerning tourism; • Advise the Provincial Governor and the Legislative Officers/Board Members on the • promulgation of laws to the policy, plans, programs and projects designed to promote • and develop tourism industry in the province; • Represent the province in all conferences and meetings concerning tourism and trade; • Design programs to encourage private sector investment and participation in tourism • activities and projects; • Coordinate with the national, regional office and projects of tourism and other agencies • concerning tourisms activities; • Perform such other function as may be provided by law.

  5. II. IMPORTANCE OF PPME TO THE ORGANIZATION/PROGRAM Involvement of various stakeholders in the planning, monitoring and evaluation process would enable organization to come-up with a holistic approach to planning, integration of multi-sectoral views would enhance the plans, programs and projects. Acceptance of the project is more easier because ownership of the project is by all while in the monitoring and evaluation aspect, varied indicators would be met and in identification of problems, recommendations and suggestion could be addressed in a democrat or and consensus way. The PPMES will serve as a guide/tool where the organization started, what it wants to achieve, how, when and why it needs to do so.

  6. III. INVOLVEMENT IN THE CONTEXT OF PPME From 1998 to 2004 as a Project Evaluation Office of DSWD - Self Employment Assistance component of AIADP, I was involved in project proposal preparation of micro enterprises (IGPs) I do community organizing, consultation with various sectors monitoring and evaluation of implemented projects. While from 1994 to 2001- I became a Planning Officer IV (DSWD) handling mostly socio-economic programs, I also designated as Provincial Nutrition Action Officer doing Nutrition Programs/Projects for the province, as Provincial Disaster Coordinating Council Executive Director – I am tasked to do the PPME of disaster operation in the province. Presently as Planning Officer IV and concurrent OIC of the Provincial Tourism Office I have a much bigger responsibility of implementing the PPME of the agency’s program, projects and services.

  7. IV. WAYS FOR BETTER EVALUATIONS OF THE PPME ION OUR ORGANIZATION During the past years, the PPME was not critically undertaken in the organization because of lack of systems and complexity of forms used in the PPME. In coming up with a clean PPME PPME system, and in order that the organization concerned will be able to cope up with the system, a modified and simplified from was devised. Since the outcome of project naturally depends in large part on the manner of implementation, evaluation findings to make sense, after require information gathered in monitoring. It is in this respect that monitoring and evaluation became a valuable tools, not only in the conduct of the recent project, nor in the design for the future project, but in the future management and decision making of the provincial leaders.

  8. ASPECTS/ELEMENTS OF THE PPME SYSTEM NEEDS TO BE • DEVELOPED/ OR IMPROVED Project Monitoring and Evaluation are the two (2) most important elements of the projects, implementation. These activities are interrelated processes; both are elements of project management, both requires baseline information and documentation during implementation and involve a critical study of various components and process of a project which help in the attainment of the project’s objectives. They also provide insights and lessons for use in the next planning stage.

  9. WHAT WAYS HAVE YOU AND YOUR COLLEAGUES ALREADY TRIED • TO DEVELOP OR IMPROVE THIS? Through different venues of conferences/workshops on strategic planning and monitoring and evaluation, issues and concern were brought up and given improvement.

  10. VII. WHAT ARE YOUR OWN SUGGESTIONS FOR IMPROVEMENT. Since, I noticed that problems are becoming cyclical and has been getting negative impacts on the results of the our all implementation of the PPME System, I made a recommendation to revise the forms and integrate additional columns in the working form I (major implementation issues and concerns) vis a vis the responsible person/ agency. It records the critical problems as a result of delay in project execution outside the tolerable limits. In this case, the factors that contributed to the delay must be noted as well as the action taken by the responsible person entity and the lessons learned is in the implemented of the project.

  11. VIII. WHAT ARE THE FACTORS OR CIRCUMSTANCES THAT PREVENT FROM DOING THIS? • Hesitance of some agency to utilize the revised forms; • Budgetary constraints; • Instituonalization of the system starting from the PPME department down to programme implementers; • Political issue

  12. IX. WHAT ARE YOUR MAIN LEARNING OBJECTIVES FOR THE PPME COURSE? To gain insights and draw experiences from successful PPME implementers of related concern (tourism) in the host country; replicate Chomical inputs, best practices of co-participants of the PPME and share what I have also. At the end of the course, be able to come-up with a concrete example of an effective and efficient PPME, Strategies, systems and methods.

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