Public Sector Productivity Statistics

The study analyzed fiscal productivity in 15 LGUs, including provinces, cities, and municipalities, from 2013 to 2022. The study demonstrated how supplementing traditional performance assessments with an index-based approach to measure productivity, could support strategic budget planning and fiscal management. Findings revealed that tax revenues were the predominant income source across LGUs, with provincial governments relying mainly on local business taxes, while cities and municipalities generated revenues primarily from non-LBT sources. Most LGUs
allocated significant portions of their budgets to personnel services (PS).

The CvSU presents the case of a cost-efficient SUC which was able to successfully hurdle the adverse effects of the COVID pandemic through prompt adjustment measures. It’s agency-level output TFP averaged 143.1 during the period under study. Although its cost-effectiveness needs to be further determined given the limited data on its outcomes. The productivity of CvSU is most determined by its programs according to their budget share. Fortunately, the HEP which utilized 94% of the CvSU’s appropriated funds is cost efficient, having output TFPs which averaged 127. The COVID pandemic favorably affected this cost efficiency as the University promptly resorted to the online teaching modality, changed its admissions policy, and expanded
its enrollment capacity. The HEP also became cost-effective in terms of the number of passing first time licensure examination takers after the pandemic, starting 2022, as the easing of the pandemic restrictions allowed the resumption of licensure examinations. The HEP averaged a 115.3 effectiveness score from 2022 to 2023. The RP, which utilized 3.8% of the CvSU budget, had the second highest efficiency score among the programs, averaging 132.3 although its effectiveness score in terms of its combined outcomes was lower at 101.7. The TAEP which utilized 1.9% of CvSU funds, was also cost-efficient with a score which averaged 112.2 but it was more cost-effective with a 125.9 score in terms of the number of active partnerships maintained with LGUs, industries, and other stakeholders. Lastly, the AEP was cost-efficient with an output TFP score which averaged 104.8.

The analysis of ISU’s Total Factor Productivity (TFP) in terms of both outputs and outcomes across its various programs reveals several trends and challenges. The contribution to the productivity of ISU is mostly determined by its programs according to their budget share, with the HEP, which has the largest budget share, principally shaping ISU’s productivity. ISU’s overall output and outcome TFPs have remained lower than 100, indicating low cost-efficiency and effectiveness. While there were recoveries in the outcome indicators in the post-pandemic years, issues like skills mismatches, labor market disruptions, and measurement problems
may be affecting the employability outcome of the HEP. Close monitoring of this critical employability outcome in the coming years would confirm whether the effectiveness of ISU is improving and whether the issues raised are being resolved.

The productivity landscape of the DOTr reveals a nuanced and challenging trajectory. The Rail Transport and Motor Vehicle Regulatory Programs showed the weakest and most significant productivity growth respectively, becoming key contributors to the DOTr’s operations. These programs account for approximately 93% of the DOTr’s budget. In contrast, the Aviation Infrastructure Program demonstrated notable productivity spikes in 2019 and 2021, standing out amidst the broader organizational performance. The COVID-19 pandemic significantly impacted the department’s productivity, with Total Factor Productivity (TFP) experiencing a sharp decline in 2020. However, a gradual recovery was observed by 2023, characterized by varying performance across different programs. Notably, the outcome TFP consistently outperformed output TFP, driven by strong service demand despite operational challenges. Program-specific analysis reveals

Influenced by the â€œnew public managementâ€ concept, the APO and other institutions are rethinking how to measure productivity in the public sector, since its roles affect the lives of all citizens. Along with overviews of methods used in Australia, Finland, New Zealand, and the UK to improve public services, efforts in eight APO members are examined in detail, focusing on their tax and passport agencies.